In THE FINANCIALCRISIS INQUIRY REPORT，the facts about thefinancial and economic crises that engulf the world will speak forthemselves. Formed in May 2009, the Financial Crisis InquiryComission (FCIC) is a panel of ten commissioners chosen by the U.S.Congress to explain what happened , why it happened, and what couldhave been done to prevent it. On December 15th, 2010, thecommission will release their official report to the President,Congress , and the World. 金融危机调查报告将合盘托出席卷全球的金融与经济危机的来龙去脉及真相，并让事实来说话。2009年5月由十名专家组成金融危机调查委员会授命于国会，专门负责调查金融危机成因，进而总结教训、提出改进建议。他们就20多项议题展开了重点调查。2010年12月15日美国金融危机调查委员会将向美国总统，美国国会和全世界公布其终的调查结果，并授权美国小布朗出版公司授权以图书的形式向全球发行其官方调查报告。

Business revolves around making decisions, often riskydecisions, usually with incomplete information and too often inless time than we need. Executives at every level, in everyindustry, are confronted with information overload, less leeway formistakes, and a business environment that changes rapidly. In lightof this increased pressure and volatility, the old-fashioned waysof making decisions–depending on intuition, common sense, andspecialized expertise–are simply no longer sufficient. Distillingover thirty years of groundbreaking research, WinningDecisions , written by two seasoned business advisers and worldleaders in behavioral decision studies, is a comprehensive,one-of-a-kind guide to the proven methods of making criticalbusiness decisions confidently, quickly–and correctly. Decision-making is a business skill which managers often take forgranted in themselves and others–but it's not as easy as some mightthink. The authors, whose expertise has been sought out by over ahundred companies, includi

In this remarkable New York Times bestseller, Joel Osteenoffers unique insights and encouragement that will help readersovercome every obstacle in their lives.

From the man the Wall Street Journal hailed as "theguru of Revenue Management" comes revolutionary ways to recoverfrom the after effects of downsizing and refocus your business ongrowth. Whatever happened to growth? In Revenue Management, RobertG. Cross answers this question with his ground-breaking approach torevitalizing businesses: focusing on the revenue side of the ledgerinstead of the cost side. The antithesis of slash-and-burn methodsthat left companies with empty profits and dissatisfiedstockholders, Revenue Management overturns conventionalthinking on marketing strategies and offers the key to initiatingand sustaining growth. Using case studies from a variety of industries, smallbusinesses, and nonprofit organizations, Cross describes no-tech,low-tech, and high-tech methods that managers can use to increaserevenue without increasing products or promotions; predict consumerbehavior; tap into new markets; and deliver products and servicesto customers effectively and efficiently

From experts at McKinsey Company's world-renowned growthpractice comes a highly practical, field-tested approach toinitiating and sustaining growth in companies of all sizes. .Growth unleashes benefits beyond the economic. It revitalizesorganizations and invigorates the people in them, creating energy,a sense of purpose, and the glow of being on a winning team. Likethe alchemy of old, it seeks to transform the everyday into theexalted by means that seem little short of magical. Yet growth isoften elusive, achieved at unacceptable costs, or managed in fitsand starts. Based on over three years of research and applicationat high-performing companies around the world, The Alchemy ofGrowth is a comprehensive, practical approach to initiating,achieving, and sustaining profitable growthtoday and tomorrow. Asthe book shows, the secret is to manage business opportunitiesacross three time horizons at once: extending and defending corebusinesses, building new businesses, and seeding options for thefuture. The Alchemy

A compelling vision. Bold leadership. Decisive action.Unfortunately, these prerequisites of success are almost always theingredients of failure, too. In fact, most managers seeking tomaximize their chances for glory are often unwittingly settingthemselves up for ruin. The sad truth is that most companies haveleft their futures almost entirely to chance, and don’t evenrealize it. The reason? Managers feel they must make choices withfar-reaching consequences today, but must base those choices onassumptions about a future they cannot predict. It is thiscollision between commitment and uncertainty that creates THESTRATEGY PARADOX. This paradox sets up a ubiquitous but little-understood tradeoff.Because managers feel they must base their strategies onassumptions about an unknown future, the more ambitious of themhope their guesses will be right – or that they can somehow adaptto the turbulence that will arise. In fact, only a small number oflucky daredevils prosper, while many more unfortunate, bu

Michael Goldhaber, writing in Wired, said, "If there isnothing very special about your work, no matter how hard you applyyourself you won't get noticed and that increasingly means youwon't get paid much either. In times past you could be obscure yetsecure -- now that's much harder." Again: the white collar job as now configured is doomed. Soon.("Downsizing" in the nineties will look like small change.) Sowhat's the trick? There's only one: distinction. Or as we call it,turning yourself into a brand . . . Brand You. A brand is nothing more than a sign of distinction. Right? Nike.Starbucks. Martha Stewart. The point (again): that's not the waywe've thought about white collar workers--ourselves--over the pastcentury. The "bureaucrat" on the finance staff is de factofaceless, plugging away, passing papers. But now, in our view, she is born again, transformed frombureaucrat to the new star. She works in a professional servicefirm and works on projects that she'll be able to brag about yearsfrom now. I call

For more than fifteen years, Robin Sharma has been quietly sharing with Fortune 500 companies and many of the super-rich a success formula that has made him one of the most sought-after leadership advisers in the world. Now, for the first time, Sharma makes his proprietary process available to you, so that you can get to your absolute best while helping your organization break through to a dramatically new level of winning in these wildly uncertain times.

Since Peter Senge published his groundbreaking book The FifthDiscipline, he and his associates have frequently been asked by thebusiness community: "How do we go beyond the first steps ofcorporate change? How do we sustain momentum?" They know thatcompanies and organizations cannot thrive today without learning toadapt their attitudes and practices. But companies that establishchange initiatives discover, after initial success, that even themost promising efforts to transform or revitalizeorganizations--despite interest, resources, and compelling businessresults--can fail to sustain themselves over time. That's becauseorganizations have complex, well-developed immune systems, aimed atpreserving the status quo. Now, drawing upon new theories about leadership and the long-termsuccess of change initiatives, and based upon twenty-fiveyears of experience building learning organizations, the authors of TheFifth Discipline Fieldbook show how to accelerate success and avoidthe obstacles that can stall momentum. The

American capitalism is in dire straits, caught in a perilouspattern of increasing volatility, decreasing investor returns, andongoing bad behavior by executives. And it's getting worse. Sincethe turn of the twenty-first century, we've seen two massivevalue-destroying market meltdowns and a string of ethics breaches,including accounting scandals, options-backdating schemes, and thesubprime mortgage debacle. Just what is going on here? Is it theinevitable decline of the American economy? Is it the new normal ina technology-enabled global marketplace? Or is it possible that thevery theories we've embraced to underpin our capital markets areactually producing these crises? In "Fixing the Game", Roger Martinreveals the culprit behind the sorry state of American capitalism:our deep and abiding commitment to the idea that the purpose of thefirm is to maximize shareholder value. This theory has led to amassive growth in stock-based compensation for executives and,through this, to a naive and wrongheaded linkin

Do you think it's possible to truly enjoy your job? No matterwhat it is or where you are? Timothy Gallwey does, and in thisgroundbreaking book he tells you how to overcome the innerobstacles that sabotage your efforts to be your best on thejob. Timothy Gallwey burst upon the scene twenty years ago with hisrevolutionary approach to excellence in sports. His bestsellingbooks The Inner Game of Tennis and The Inner Game ofGolf , with over one million copies in print, changed the way wethink about learning and coaching. But the Inner Game that Gallweydiscovered on the tennis court is about more than learning a betterbackhand; it is about learning how to learn, a critical skill that,in this case, separates the productive, satisfied employee from therest of the pack. For the past twenty years Gallwey has taken hisInner Game expertise to many of America's top companies, includingAT T, Coca-Cola, Apple, and IBM, to teach their managers andemployees how to gain better access to their own internalresourc

Companies have long engaged in head-to-head competition insearch of sustained, profitable growth. They have fought forcompetitive advantage, battled over market share, and struggled fordifferentiation. Yet in today’s overcrowded industries, competing head-on resultsin nothing but a bloody “red ocean” of rivals fighting over ashrinking profit pool. In a book that challenges everything youthought you knew about the requirements fro strategic success, W.Chan Kim and Renee Mauborgne contend that while most companiescompete within such red oceans, this strategy is increasinglyunlikely to create profitable growth in the future. Based on a study of 150 strategic moves spanning more then ahundred years and thirty industries, Kim and Mauborgne argue thattomorrow’s leading companies will succeed not by battlingcompetitors, but by creating “blue ocean” of uncontested marketspace ripe for growth. Such strategies moves—termed “valueinnovation”-create powerful leaps in value for both th

Bill Strickland has spend the past thirty years transformingthe lives of thousands of people through Manchester Bidwell, thejobs training center and community arts program he founded inPittsburgh. Working with corporations, community leaders, andschools, he and his staff strive to give disadvantaged kids andadults the opportunities and tools they need to envision and builda better, brighter future. In Make the Impossible Possible, Bill Strickland shows how eachof us, by adopting the attitudes and beliefs he has lived by everyday, can reach our fullest potential and achieve the impossible inour lives and careers--and perhaps change the world a little in theprocess. Through lessons from Strickland's own life experiences andthose of countless others who have overcome challengingcircumstances and turned their lives around, Make the ImpossiblePossible teaches us how to build on our passions and strengths,dream bigger and set the bar higher, achieve meaningful success,and inspire the lives of others.

In this absorbing tale, you watch the timeless principles ofservant leadership unfold through the story of John Daily, abusinessman whose outwardly successful life is spiraling out ofcontrol. He is failing miserably in each of his leadership roles asboss, husband, father, and coach. To get his life back on track, hereluctantly attends a weeklong leadership retreat at a remoteBenedictine monastery. To John's surprise, the monk leading the seminar is a formerbusiness executive and Wall Street legend. Taking John under hiswing, the monk guides him to a realization that is simple yetprofound: The true foundation of leadership is not power, butauthority, which is built upon relationships, love, service, andsacrifice. Along with John, you will learn that the principles in this bookare neither new nor complex. They don't demand special talents;they are simply based on strengthening the bonds of respect,responsibility, and caring with the people around you. Perhaps thisis why The Servant has touche

The bestselling author of Emotional Intelligence and Primal Leadership now brings us EcologicalIntelligence —revealing the hidden environmental consequences ofwhat we make and buy, and how with that knowledge we can drive theessential changes we all must make to save our planet andourselves. We buy “herbal” shampoos that contain industrial chemicals thatcan threaten our health or contaminate the environment. We divedown to see coral reefs, not realizing that an ingredient in oursunscreen feeds a virus that kills the reef. We wear organic cottont-shirts, but don’t know that its dyes may put factory workers atrisk for leukemia. In Ecological Intelligence , DanielGoleman reveals why so many of the products that are labeled greenare a “mirage,” and illuminates our wild inconsistencies inresponse to the ecological crisis. Drawing on cutting-edge research, Goleman explains why we asshoppers are in the dark over the hidden impacts of the goods andservices we make and consume, vict

Named one of the Best Business Books of 1997 by BusinessWeek , Inside Intel is the gripping business saga of acompany that rose to dominance through technological innovation,and maintained its leadership against competitors throughaggressive marketing, tough business tactics, and liberal use oflegal firepower. In his in-depth portrait of Intel, the firsthistory/expose of the company, Financial Times columnist Tim Jackson reveals that: * Intel's corporate culture isdeterminedly secretive and authoritarian. * The company retains itsown force of private investigators to prevent its employees fromgoing astray. * Intel routinely uses the threat of lawsuits againstworkers and rivals. At the center of this story is AndyGrove , Intel's high-profile CEO and chairman, once a pennilessimmigrant who waited tables to put himself through college. It isGrove who has made the unpopular decisions which have kept Intel atthe top of the chip market. Exhaustively researched from courtrecords, unpublished documents,

The Profit Zone, a Business Week Top Ten Book of the Year,examines 12 of today's great success stories--from GE toSwatch--and reveals how vital adaptations kept these companies onthe edge of the ever-changing profit zone. Charts graphsthroughout.

In the On-the-Fly Guide to Balancing Work and Life ,Bill Butterworth brings his trusted brand of motivation to an issuethat affects us all, no matter what our jobs or where we stand onthe corporate ladder. As this charming little book makes clear, it is possibleto have it all: success at work and a fulfilling life outside theoffice. Designed to be read in one short plane ride—or over a hotcup of coffee or two—this book is the “Cliff’s Notes” for ahappier, more well-rounded life. Filled with stories about howsuccessful people from all walks of life have integrated their workand home lives and packed with advice on how you can learn to dothe same, the On-the-Fly Guide to Balancing Work and Life will change the way you work—and, more importantly, the way youlive. There’s no telling what you’ll learn when you read on thefly.

A black swan is a highly improbable event with three principalcharacteristics: It is unpredictable; it carries a massive impact;and, after the fact, we concoct an explanation that makes it appearless random, and more predictable, than it was. The astonishingsuccess of Google was a black swan; so was 9/11. For NassimNicholas Taleb, black swans underlie almost everything about ourworld, from the rise of religions to events in our own personallives. Why do we not acknowledge the phenomenon of black swans untilafter they occur? Part of the answer, according to Taleb, is thathumans are hardwired to learn specifics when they should be focusedon generalities. We concentrate on things we already know and timeand time again fail to take into consideration what we don’t know.We are, therefore, unable to truly estimate opportunities, toovulnerable to the impulse to simplify, narrate, and categorize, andnot open enough to rewarding those who can imagine the“impossible.” For years, Taleb has studi

An Apple Store customer asks for the latest iPhone in blackbut suddenly changes to white when he sees others choosing it. Acitizen of a former communist country picks~ a drink at random;soda is soda, he says. A young man and woman decide tomarry--knowing that they'll meet for the first time on theirwedding day. In THE ART OF CHOOSING, Columbia University profes- sor SheenaIyengar, a leading expert on choice, asks fascinating questions:Are our choices innate or created by culture? Why do we sometimeschoose against our best interests? How much control do we reallyhave? What's the relationship between choice and freedom? Drawingon her award-winning, discipline: spanning research, thisremarkable book illuminates the joys and challenges ofchoosing--and shows us how we can choose better, one choice at atime.

"Oh, screw it, let's do it." That's the philosophy that has allowed Richard Branson, inslightly more than twenty-five years, to spawn so many successfulventures. From the airline business (Virgin Atlantic Airways), tomusic (Virgin Records and V2), to cola (Virgin Cola), to retail(Virgin Megastores), and nearly a hundred others, ranging fromfinancial services to bridal wear, Branson has a track recordsecond to none. Losing My Virginity is the unusual, frequently outrageousautobiography of one of the great business geniuses of our time.When Richard Branson started his first business, he and his friendsdecided that "since we're complete virgins at business, let's callit just that: Virgin." Since then, Branson has written his own"rules" for success, creating a group of companies with a globalpresence, but no central headquarters, no management hierarchy, andminimal bureaucracy. Many of Richard Branson's companies--airlines, retailing, andcola are good examples--were started in the face of

MAKE RICK PITINO YOUR PERSONAL COACH AND ACHIEVE MORE THAN YOUEVER THOUGHT POSSIBLE. For Rick Pitino, the first coach to bring teams from threedifferent schools to the Final Four, success isn’t aboutshortcuts. Pitino’s secret–and the reason he has become botha great coach and one of the most sought-after motivationalspeakers in the nation–is his strategy of overachievement. Now, in Success Is a Choice, he takes the same proven methods thathave earned him and his teams legendary status and gives you aten-step plan of attack that will help you become a winner atanything you set your mind to: