Thisdevastatingandinspiringbook,byoneoftheworld'sleadingeconomicthinkers,laysoutnotonlythecourseofthefinancialcrisiswhichbeganin2007,butitsunderlyingcauses,andshowswhymuchmoreradicalreformsareneededthanarecurrentlybeingcontemplatedifwearetoavoidsimilar'systemic'crisesinthefuture.Itshowswhythebailouthasbeenonlymarginallyeffectiveandhowitcouldhavebeenmuchmoreso,andoutlinestheenormousopportunity-notyettaken-todesignanewglobalfinancialarchitecture.ItishighlycriticalofmanyoftheactionsnotonlyofGeorgeBush'sadministration,butalsoofBarackObama's.Itshowswhythebulkofthecostofrecoveryshouldbebornebythoseinthefinancialsector-notjustforreasonsofnaturaljustice,butforcompellingeconomicreasonsalso.Morethananyofthis,itremindsreaderstothinkconstantlyaboutwhateconomiesarefor,andthehumanpurposestheyserve.Freefallisaninstantclassic,combininganenthrallingwhodunitaccountofthecurrentcrisiswithabracingdiscussionofthebroadereconomicissuesatstake.

In today's fast-paced networked economy, professionals must work harder than ever to maintain and improve their business skills and knowledge. But technical mastery of one's discipline is not enough, assert world-renowned professional advisors David H. Maister, Charles H. Green, and Robert M. Galford. The key to professional success, they argue, is the ability to earn the trust and confidence of clients. To demonstrate the paramount importance of trust, the authors use anecdotes, experiences, and examples -- successes and mistakes, their own and others' -- to great effect. The result is an immensely readable book that will be welcomed by the inexperienced advisor and the most seasoned expert alike.

A revolutionary business phenomenon has taken hold at suchcompanies around the world as Hewlett-Packard, BellSouth, Oracle,Unilever, Telstra, and Fujitsu. These firms and others are turningto computer technology to create interactive relationships withindividual customers, one customer at a time. Known as "one-to-one"marketing, this radically new competitive strategy was introducedby Don Peppers and Martha Rogers in their first two best-sellingbooks, The One-to-One Future and EnterpriseOne-to-One. One-to-one marketing focuses a firm's competitiveenergies less on market share and more on share of customer,enabling a firm to increase customer loyalty and improve unitmargins at the same time. In their new book, The One-to-One Fieldbook, Peppers andRogers offer specific one-to-one marketing advice on how to makethe transition from the Industrial Age to the Age of Interactivity.Many of the most successful firms already embrace the principles ofone-to-one relationship marketing. Dell computer is now thebenchmark

Thephenomenalfollow-uptothebestsellingBuilttoLast Imaginediscoveringwhatsuccessfulpeoplehaveincommon,distillingitintoasetofsimplepractices,andusingthemtotransformyourcareerandyourlife.That?swhatJerryPorras,StewartEmery,andMarkThompson?leadingthinkersinorganizationaldevelopmentandself-improvementhavedoneinSuccessBuilttoLast.Twohundredremarkablehumanbeingsfromaroundtheworldareincluded,notably: ?JeffBezos,founderandCEO,.com ?WarrenBuffett ?BillClinton ?FrancesHesselbein,formerCEO,GirlScoutsofAmerica ?MayaAngelou ?BillGates Eachshareshowheorsheharvestedvictories,learnedfromfailures,andfoundthecouragetobetruetotheirpassions.Byfollowingasetofsimpleprinciplesculledfromtheseinspiringinterviews,readerscantransformtheirbusinessandpersonallives?anddiscoverthetruemeaningofsuccess.

Conversationisoneofthemostdecisivefactorsinoursuccessinbusinessandinlife.It'salsoanartanyonecanlearn—withthehelpofafewsimpletips,guidelinesandtechniques. TheArtofTalkingtoAnyonemakesiteasy.Usingsamplescripts,real-lifesituations,andsurefirestrategies,thisall-in-onehandbookprovideseverythingyouneedtobecomeamoresuccessfulconversationalist.Whetheryou'rechattingwithco-workersataconference,meetingnewpeopleataparty,orjusttalkingonthetelephone,thisconfidence-buildingguidecanhelpyoujumpstartyourownuniqueskillsandmakeapositive,lastingimpression.You'llbesurprisedbyhoweasyitistoexpressyourself,howself-assuredyou'llfeel,andhowwellpeoplerespondtotherightwordsattherighttime.Filledwithready-to-useconversationsandusefulsuggestions,thislife-changingbookshowsyou: Howtobeuniversallyliked Howtolistensuccessfully Howtokeepaconversationgoing…andhowtoendone Howtoaskandanswerquestions Howandwhentotelljokes Howtodealwithdifficultconversations Howtocharmandpersuadeothers Nothingrevealsmoreaboutwhoyouarethanwhatyousay.Andn

The Harvard Business Review paperback series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe. The Harvard Business Review on Strategies for Growth presents the latest tactics--including acquisitions, diversification, and innovation--for helping managers find and exploit the best opportunities for growth and profitability.

Separate yourself from the pack Competition has never been more intense for admittance into the nation's top law schools. The application essay represents your only chance to plea your case to admissions officers. Why select you over so many other qualified applicants? Your essay needs to do more than simply list your background and accomplishments. It must reveal the depth of your passion for law, the discipline you bring to this demanding profession, and the strength of character you possess for the ethical and moral challenges that lie ahead. Learn by example Harvard Law School is one of the premier law schools in America. Every year, thousands of elite applicants try for a few hundred slots. Of the dedicated few accepted, fifty-five have shared the application essays that helped them make the cut. * Learn what works. * Structure your essay for maximum impact. * Avoid common pitalls. Each essay is analyzed by the staff of the Harvard Crimson, Harvard's daily newspaper, and accompanied by no-nonsen

When gruff business manager and family man Wes Kingsley visited SeaWorld, he marveled at the ability of the trainers to get these huge killer whales, among the most feared predators in the ocean, to perform amazing acrobatic leaps and dives. Later, talking to the chief trainer, he learned their techniques of building trust, accentuating the positive, and redirecting negative behavior -- all of which make these extraordinary performances possible. Kingsley took a hard look at his own often accusatory management style and recognized how some of his shortcomings as a manager, spouse, and father actually diminish trust and damage relationships. He began to see the difference between GOTcha (catching people doing things wrong) and Whale Done! (catching people doing things right). In Whale Done!, Ken Blanchard shows how to make accentuating the positive and redirecting the negative the best tools to increase productivity, instead of creating situations that demoralize people. These techniques are remarkably ea

If you're enrolled in an executive education or MBA program, you've probably encountered a powerful learning tool: the business case. But if you're like many people, you may find interpreting and writing about cases mystifying, challenging, or downright frustrating. In "The Case Study Handbook", William Ellet presents a potent new approach for analyzing, discussing, and writing about cases. Early chapters show how to classify cases according to the analytical task they require (solving a problem, making a decision, or forming an evaluation) and quickly establish a base of knowledge about a case. Strategies and templates, in addition to several sample Harvard Business School cases, help you apply the author's framework. Later in the book, Ellet shows how to write persuasive case-analytical essays based on the process laid out earlier. Extensive examples of effective and ineffective writing further reinforce your learning. The book also includes a chapter on how to talk about cases more effectively in class. A

InKevinManey'snewbook,"TradeOff-WhySomeThingsCatchOnandOthersDon't",wearetreatedtoasimpleworldsetapartfromthelatesttheoriesonthecomplexityofoureconomicsystems.Mostintellectualswritingonthesubjecttodaywilltellyouhowtrulydifficultitistounderstandmarketpressuresandthedynamicsthatdeterminewhathappensinourcommercialmarketplace.EvenMalcolmGladwell,whohasgivenusthe"TheTippingPoint",whichallowsustovisualizehowaproductorservicewithsufficientcriticalmass,theright"stickiness",andtherightcombinationofsalesmen,connectors,andmavensaproductmighttip,catch-onasManeywouldsay,didn'tquitegiveussomethingpracticaltousewhenmakingdecisions. Maneyhasgivenussomethingpracticaltouse.Hehasgivenusalens,ashecallsit,amirrorasIwouldcallit,tounderstandtheverybasicsofhumanpsychologywhenitcomestoseekingoutproductsandservices.It'samirrorbecausethemarketsareareflectionofourselves.First,sincewearesensorybeingsweliketobefullyengagedinahighfidelityenvironment.Inessencewelikethehighbandwidthexperienceofbeingthere,liveandinconcert.Second,ifwecan'tbe

Nudgeisaboutchoices—howwemakethemandhowwecanmakebetterones.AuthorsRichardH.ThalerandCassR.Sunsteinofferanewperspectiveonpreventingthecountlessmistakeswemake—includingill-advisedpersonalinvestments,consumptionofunhealthyfoods,neglectofournaturalresources,andotherbaddecisions.Citingdecadesofcutting-edgebehavioralscienceresearch,theydemonstratethatsensible"choicearchitecture"cansuccessfullynudgepeopletowardsthebestdecisionswithoutrestrictingtheirfreedomofchoice.Sstraightforward,informative,andentertaining,thisisamust-readforanyonewithinterestinourindividualandcollectivewell-being.

I'm getting more done in less time, but where are the rich relationships, the inner peace, the balance, the confidence that I'm doing what matters most and doing it well? Does this nagging question haunt you, even when you feel you are being your most efficient? If so, First Things First can help you understand why so often our first things aren't first. Rather than offering you another clock, First Things First provides you with a compass, because where you're headed is more important than how fast you're going.