When Good Companies Do Bad Things explores the strategic relationship between know-how, integrity, and integration, demonstrating how companies that fail to embrace the deeper meanings of these terms jeopardize their reputations and future prosperity. Schwartz and Gibb present new approaches to avoid the financial pitfalls of bad corporate assumptions and enable good companies to make good on translating social value into business value.
Offers an inspirational and compassionate approach to understanding the problems of life, and argues that we should continue to believe in God's fairness.
The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?
Building upon Timothy Ferriss's internationally successful "4-hour" franchise, The 4-Hour Chef transforms the way we cook, eat, and learn. Featuring recipes and cooking tricks from world-renowned chefs, and interspersed with the radically counterintuitive advice Ferriss's fans have come to expect, The 4-Hour Chef is a practical but unusual guide to mastering food and cooking, whether you are a seasoned pro or a blank-slate novice.
A longer life. A happier life. A healthier life. Above all, a life that matters—so that when you leave this world, you’ll have changed it for the better. If science said you could have all this just by altering one behavior, would you? Dr. Stephen Post has been making headlines by funding studies at the nation’s top universities to prove once and for all the life-enhancing benefits of caring, kindness, and compassion. The exciting new research shows that when we give of ourselves, especially if we start young, everything from life-satisfaction to self-realization and physical health is significantly affected. Mortality is delayed. Depression is reduced. Well-being and good fortune are increased. In their life-changing new book, Why Good Things Happen to Good People, Dr. Post and journalist Jill Neimark weave the growing new science of love and giving with profoundly moving real-life stories to show exactly how giving unlocks the doors to health, happiness, and a longer life. The astounding new research includes a fifty-year study showing that people who are giving during their high school years have better physical and mental health throughout their lives. Other studies show that older people who give live longer than those who don’t. Helping others has been shown to bring health benefits to those with chronic illness, including HIV, multiple sclerosis, and heart problems. And studies show that people of all ages who help others on a regular basis, even in small ways, feel happiest. Why Good Things Happen to Good People offers ten ways to give of yourself, in four areas of life, all proven by science to improve your health and even add to your life expectancy. (And not one requires you to write a check.) The one-of-a-kind “Love and Longevity Scale” scores you on all ten ways, from volunteering to listening, loyalty to forgiveness, celebration to standing up for what you believe in. Using the lessons and guidelines in each chapter, you can create a personalized plan for a more generous life, finding the style of giving that suits you best. The astonishing connection between generosity and health is so convincing that it will inspire readers to change their lives in ways big and small. Get started today. A longer, healthier, happier life awaits you.
Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.
WHEN BAD THINGS HAPPEN--discusses the dreaded possibility that a crisis might strike a nonprofit group. Defining a crisis as an event which threatens the existence of the organization, "When Bad Things Happen to Good Organizations" goes on to discuss prevention and cure by focusing on policies and people. While other books offer management advice to nonprofits or discuss organizational development, "When Bad Things Happen to Good Organizations" is a vital resource for every nonprofit which might encounter a disaster--which is to say, every nonprofit organization. The focus on policies and on people (board and staff) is from the discrete perspective of preventing crises which might be prevented and mitigating the damage of those which cannot. "When Bad Things Happen to Good Organizations" will bring peace of mind to leaders of nonprofits, whether they be executives or boards or pastors or councils. It is practical and can be implemented easily.
If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way 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. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.
Many people wonder why bad things happen to good people. You have to realize that there are many things which are hidden from us; and they are known to God. And we do not have to worry ourselves to know about many of them, especially when knowing the true nature and reason may not avail any good. We are not God; and we cannot know everything. Yet God reveals what He wants us to know to us. The Spirit of God reveals many things to us; but He reveals what God wants us to know. And you may not have to use what God told you about a situation to generalize and apply it to some other situations. If you do, you may be erring and deceiving yourself and others.
Al Dunlap is an original: an outspoken, irascible executive with an incredible track record of injecting new life into tired companies. The business media have coined a new verb--"to dunlap"--when describing a fast company turnaround.
