那些没有找到真正财富——存在的欢乐以及与它紧密联系在一起的深深的不可动摇的宁静——的人就是故事中的那个乞丐，即便已经拥有很多财富，但他们依然在四处找寻。他们不知道，自己不仅已经拥有了所有这些，还拥有了更为珍贵的东西，那就是——当下的力量。 阅读本书的过程是一个发现之旅。在作者这位心灵导师的引导下，你会惊讶地发现，自己一直都处在大脑或思维的控制之下，生活在对时间的永恒焦虑中。我们忘不掉过去，更担心未来。但实际上，我们只能活在当下，活在此时此刻，所有的一切都是在当下发生的，而过去和未来只是一个无意义的时间概念。通过向当下的臣服，我们才能找到真正的力量，找到获得平和与宁静的入口。 这不仅仅是一本书，在这本书中还有活生生的能量，当你读这本书时你可能会感受到这种能量。它有一种惊

A cocktail party. A terrorist cell. Ancient bacteria. Aninternational conglomerate. All are networks, and all are a part of a surprisingscientific revolution. Albert-László Barabási, the nation'sforemost expert in the new science of networks, takes us on anintellectual adventure to prove that social networks, corporations,and living organisms are more similar than previously thought.Grasping a full understanding of network science will someday allowus to design blue-chip businesses, stop the outbreak of deadlydiseases, and influence the exchange of ideas and information. Justas James Gleick brought the discovery of chaos theory to thegeneral public, Linked tells the story of the true science of thefuture.

In this instant New York Times Bestseller, Geoff Smart andRandy Street provide a simple, practical, and effective solution towhat The Economist calls “the single biggest problem in businesstoday”: unsuccessful hiring. The average hiring mistake costs acompany $1.5 million or more a year and countless wasted hours.This statistic becomes even more startling when you consider thatthe typical hiring success rate of managers is only 50percent. The silver lining is that “who” problems are easily preventable.Based on more than 1,300 hours of interviews with more than 20billionaires and 300 CEOs, Who presents Smart and Street’s A Methodfor Hiring. Refined through the largest research study of its kindever undertaken, the A Method stresses fundamental elements thatanyone can implement–and it has a 90 percent success rate. Whether you’re a member of a board of directors looking for a newCEO, the owner of a small business searching for the right peopleto make your company grow, or a pare

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?

A brilliantly reported true-life thriller that goes behind thescenes of the financial crisis on Wall Street and inWashington. In one of the most gripping financial narratives in decades,Andrew Ross Sorkin-a New York Times columnist and one of thecountry's most respected financial reporters-delivers the firstdefinitive blow- by-blow account of the epochal economic crisisthat brought the world to the brink. Through unprecedented accessto the players involved, he re-creates all the drama and turmoil ofthese turbulent days, revealing never-before-disclosed details andrecounting how, motivated as often by ego and greed as by fear andself-preservation, the most powerful men and women in finance andpolitics decided the fate of the world's economy.

在线阅读本书 Under Andy Grove’s leadership，Intel has become the worlds largestchip maker and one of the most admired companies in the world．Inonly the Paranoid Survive, Grove reveals his strategy of focusingon a new way of measuring the nightmare moment every leaderdreads——when massive change occurs and a company must，yirtuallyovernight adapt or fall by the wayside．Grove calls such a moment aStrategic Inflection Point，which can be set off by almostanything:mega-competition, a change in regulations, or a seeminglymodest change in technology. When a Strategic Inflection Pointhits, the ordinary rules of business go out the window. Yetman-aged right, a Strategic Inflection Point can be and opportunityto win in the marketplace and emerge stronger than ever. Groveunderscores his message by examining his own record of success andfailure, including how he navigated the events of the Pentium flaw,which threatened Intel's reputation in 1994, and how he has dealtwith the explosions in growt

The Extermination of Michael Moore is his anti-memoir. Breakingthe autobiographical mode, he hilariously presents 20 far-ranging,irreverent vignettes from his own life.Moore is his ownmeta-Forrest Gump, as one moment he's an 11-year old boy stuck on aSenate elevator with Bobby Kennedy, and the next moment he's insidethe Bitburg cemetery with a dazed and confused Ronald Reagan.Changing planes in Vienna, he escapes death at the hands of theterrorist Abu Nidal (others weren't so lucky). He founded his firstunderground newspaper in fourth grade. He refused to be on the CBSEvening News with Walter Cronkite at 16 ('There's not enoughClearasil in the world for that to happen'). And he became theyoungest elected official in the country at age 18 by enlisting an'army of local stoners' who had no idea what they were doing as hiscampaign staff.Before Michael Moore became the Oscar-winningfilmmaker and all-round rabble rouser and thorn-in-the-side ofcorporate and right-wing America, there was the guy who had anuncanny k

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

How anyone can be more effective with less effort by learninghow to identify and leverage the 80/20 principle--the well-known,unpublicized secret that 80 percent of all our results in businessand in life stem from a mere 20 percent of our efforts. The 80/20 principle is one of the great secrets of highlyeffective people and organizations. Did you know, for example, that 20 percent of customers accountfor 80 percent of revenues? That 20 percent of our time accountsfor 80 percent of the work we accomplish? The 80/20 Principle showshow we can achieve much more with much less effort, time, andresources, simply by identifying and focusing our efforts on the 20percent that really counts. Although the 80/20 principle has longinfluenced today's business world, author Richard Koch reveals howthe principle works and shows how we can use it in a systematic andpractical way to vastly increase our effectiveness, and improve ourcareers and our companies. The unspoken corollary to the 80/20 princip

"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

Tradition says there are three ways to grow a company’sprofits: Fire up the sales team with empty promises, cut costs anddownsize, or cook the books. But what if there’s a better way—a waythat nine amazingly profitable and well-run companies are alreadyembracing? Jason Jennings and his research team screened more than100,000 Amer?ican companies to find nine that rarely end up onmagazine covers, yet have increased revenues and profits by tenpercent or more for ten consecutive years. Then they interviewedthe leaders, workers, and customers of these quiet super?stars tofind the secrets of their astoundingly consistent and profitablegrowth. What they have in common is a culture—a community—based on ashockingly simple precept: Think big, but act small. It works forretailers like PETCO, Cabela’s, and O’Reilly Automotive,manufacturers like Medline Industries, service compa?nies likeSonic Drive-In, private educational companies like Strayer,industrial giants like Koch Enterprises, a

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.

Most people think success comes from good luck or enormoustalent, but many successful people achieve their accomplishments ina simpler way: through self-discipline. No Excuses! shows youhow you can achieve success in all three major areas of your life,including your personal goals, business and money goals, andoverall happiness. Each of the 21 chapters in this book shows you how to be moredisciplined in one aspect of your life, with end-of-chapterexercises to help you apply the "no excuses" approach to your ownlife. With these guidelines, you can learn how to be moresuccessful in everything you do--instead of wistfully envyingothers you think are just "luckier" than you. A littleself-discipline goes a long way…so stop making excuses and readthis book!

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

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

Go from being a good manager to an extraordinary leader. If you read nothing else on leadership, read these 10 articles.We've combed through hundreds of Harvard Business Review articleson leadership and selected the most important ones to help youmaximize your own and your organization's performance. HBR's 10 Must Reads On Leadership will inspire you to: - Motivate others to excel - Build your team's self-confidence in others - Provoke positive change - Set direction - Encourage smart risk-taking - Manage with tough empathy - Credit others for your success - Increase self-awareness - Draw strength from adversity

The acclaimed bestseller about visual problem solving-now bigger and better "There is no more powerful way to prove that we know something well than to draw a simple picture of it. And there is no more powerful way to see hidden solutions than to pick up a pen and draw out the pieces of our problem." So writes Dan Roam in The Back of the Napkin, the international bestseller that proves that a simple drawing on a humble napkin can be more powerful than the slickest PowerPoint presentation. Drawing on twenty years of experience and the latest discoveries in vision science, Roam teaches readers how to clarify any problem or sell any idea using a simple set of tools. He reveals that everyone is born with a talent for visual thinking, even those who swear they can't draw. And he shows how thinking with pictures can help you discover and develop new ideas, solve problems in unexpected ways, and dramatically improve your ability to share your insights. Take Herb Kelleher and Rollin King,

“I’ve got the name for our publishing operation. We justsaid we were going to publish a few books on the side at random.Let’s call it Random House.” So recounts Bennett Cerf in thiswonderfully amusing memoir of the making of a great publishinghouse. An incomparable raconteur, possessed of an irrepressible witand an abiding love of books and authors, Cerf brilliantly evokesthe heady days of Random House’s first decades. Part of the vanguard of young New York publishers whorevolutionized the book business in the 1920s and ’30s, Cerf helpedusher in publishing’s golden age. Cerf was a true personality,whose other pursuits (columnist, anthologist, author, lecturer,radio host, collector of jokes and anecdotes, perennial judge ofthe Miss America pageant, and panelist on What’s My Line? )helped shape his reputation as a man of boundless energy andenthusiasm and brought unprecedented attention to his company andto his authors. At once a rare behind-the-scenes account of bookpublishing and

THE REMARKABLE AND INSPIRING TRUE STORY OF ONE GUY WHOTRANSFORMED HIS UNCERTAINTY ABOUT THE FUTURE INTO ACTION A year and a half after he graduated from college, Sean Aikenfound himself struggling to answer the question “What should I dowith my life?” His mother suggested teaching. His older sister toldhim to apply for an entry-level corporate position. His fathersaid, “It doesn’t matter what you do, just make sure it’s somethingyou’re passionate about.” Taking his father’s advice to heart, Seancreated the One-Week Job Project and launched himself on an epicjourney to find his passion. His goal: to work fifty-two jobs infifty-two weeks. After the launch of his website, oneweekjob.com, the offers beganpouring in. Sean’s first gig was—literally—jumping off a bridge, asa bungee operator in British Columbia. From there he traveledacross Canada and the United States, reinventing himself as afirefighter, an aquarium host, a radio DJ, a martial artsinstructor, an NHL mascot,

New rules for the new game: the ideas that every business needs to win in the customereconomy In The Agenda , Michael Hammer showscompanies how to prosper in today’s world of slow growth, fiercecompetition, and enormously powerful customers. The winners in thisextraordinarily difficult environment—companies like IBM, DukePower, Progressive Insurance, and GE—succeed through superioroperations. Their costs are lower and their quality higher thantheir competitors’; they get new products to market faster and theyprovide better customer service. How do they do it? Throughnear-fanatical attention to the basics of business, and by managingthese basics in new and creative ways. The Agenda teaches the ideas and techniques that anycompany—large or small, service ?rm or manufacturer—can use toout-execute and out-innovate its competitors. Businesses thatfollow these principles will grow by taking market share away fromthose that do not. While others decline, your company can thri

You can't ask for more than efficient, effective operations.Or can you? Given today's business landscape--increasing customerdemand, global competition, lower trade barriers--being good isn'tenough. This groundbreaking guide provides the knowledge and toolsyou need to transform your organization from a well-run company toa relentlessly innovative company. Innovation expert JeffreyPhillips has helped businesses around the world achieve thedream--the implementation of innovation as a consistent businessdiscipline. In Relentless Innovation, he reveals his secrets forthe first time. Phillips argues that today's typical businessmodels actually impede innovation because they place so much focuson efficiency, cost cutting, and short-term gain. Does thisdescribe your business model? If it does, you need to revisit yourapproach and redefine your idea of what success actually is. Youmay find that your "business as usual" processes actively rejectinnovation efforts. Relentless Innovation has everything you needto

A revolutionary guide to earning power and personal budgetingshows readers how to spend wisely, streamline their finances, anddevelop a budget that puts their money where they want it to go.Reprint.