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

Because starting a small business is not only a huge financialrisk but also a complete lifestyle change, anyone who wants to behis or her own boss needs to approach entrepreneurship thoughtfullyand with careful planning. That’s why there is no better resourcethan The Wall Street Journal Complete Small Business Guidebook, apractical guide for turning your entrepreneurial dreams into asuccessful company, from America’s most trusted source of financialadvice. It answers would-be business owners’ biggest question—howdo I fund my venture?—then explains the mechanics of building,running and growing a profitable business. You’ll learn: ? How to write a winning business plan ? Secrets to finding extra money during the lean years andbeyond ? Ways to keep your stress in check while maintaining a work/lifebalance ? How to manage your time, including taking vacations anddealing with sick days ? Strategies for keeping your business running smoothly—frominvesting in technology to hiring the right peop

“Applicants looking for the competitive edge in gettingaccepted at the business school of their choice may want to perusethis book.” –Security Traders Handbook Every year, thousands apply for a finite number of places inbusiness schools. With similar grades, backgrounds, and goals,sometimes the only thing that can make an applicant stand out isthe application essay. It’s the best chance you have to shine andtip the balance in your favor. Essays That Worked for Business Schools shows that the bestessays are brief, sincere, and personal. Some are off the wall,some are bold, all are unique to their creator. One applicantwrites about starting his own airline. Another tells about thecorruption in his job as a defense contractor. And a third reflectson his license plate. From the thousands submitted each year, theforty essays in this book were considered some of the best byadmissions officers at the nation’s top business schools. As thiscollection demonstrates, with creativity and effor

Book De*ion A new 21st century individualism is overtaking“corporation-as-king” capitalism, transforming the way we work andlive. Today, real power rests in the hands of creative individualslike Bill Gates, Warren Buffett, Oprah Winfrey, and StevenSpielberg, who are changing the world one great idea at a time. InTHE 80/20 INDIVIDUAL, Richard Koch reveals the secret of theirsuccess: they discovered what they do better than anyone else androde it for all its worth. In this inspiring sequel to his classic bestseller THE 80/20PRINCIPLE, Koch shows how to maximize success in your career andlife by using the proven principle that 80 percent of changes inthe world result from the most powerful 20 percent of actions andideas. He’ll show how to use your own powerful “20 percent spike” –your most creative ideas and unique skills – to measure the amountof value you bring to your employer, clients or customers. For mostpeople, there is a huge disparity between their intrinsic value andth

The book that shows how to get the job done and deliverresults . . . whether you’re running an entire company or in yourfirst management job Larry Bossidy is one of the world’s most acclaimed CEOs, a manwith few peers who has a track record for delivering results. RamCharan is a legendary advisor to senior executives and boards ofdirectors, a man with unparalleled insight into why some companiesare successful and others are not. Together they’ve pooled theirknowledge and experience into the one book on how to close the gapbetween results promised and results delivered that people inbusiness need today. After a long, stellar career with General Electric, Larry Bossidytransformed AlliedSignal into one of the world’s most admiredcompanies and was named CEO of the year in 1998 by Chief Executivemagazine. Accomplishments such as 31 consecutive quarters ofearnings-per-share growth of 13 percent or more didn’t just happen;they resulted from the consistent practice of the discipline ofexe

In his bestselling first book, Getting Things Done ,veteran coach and management consultant David Allen presented hisbreakthrough methods to increase efficiency. Now "the personalproductivity guru" ( Fast Company ) shows readers how toincrease their ability to work better, not harder—every day. Basedon Allen’s highly popular e-newsletter, Ready for Anything offers readers 52 ways to immediately clear your head forcreativity, focus your attention, create structures that work, andtake action to get things moving. With wit, inspiration, and know-how, Allen shows readers how tomake things happen—with less effort and stress, and lots moreenergy, creativity, and effectiveness. Ready for Anything isthe perfect book for anyone wanting to work and live at his or hervery best.

"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

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

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.

Bestselling author Harvey Mackay reveals his techniques forthe most essential tool in business--networking, the indispensableart of building contacts. Now in paperback, Dig Your Well Before You're Thirsty is HarveyMackay's last word on how to get what you want from the worldthrough networking. For everyone from the sales rep facing acareer-making deal to the entrepreneur in search of capital, DigYour Well explains how meeting these needs should be no more than afew calls away. This shrewdly practical book distills Mackay'swisdom gleaned from years of "swimming with sharks," including:

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?

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 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。

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

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

Andrew Grove is President of Intel, America's leadingmanufacturer of computer chips. However, the management techniqueshe unveils in this bestselling and user-friendly guide are equallyapplicable for sales managers, accountants, consultants, eventeachers--anyone whose job entails getting a group of people toproduce something of value.

Knowledge has become the most important factor in economiclife. It is the chief ingredient of what we buy and sell, the rawmaterial with which we work. Intellectual capital--not naturalresources, machinery, or even financial capital--has become the oneindispensable asset of corporations. Intellectual Capital is a groundbreaking book, visionaryin scope and practical in applications, that offers powerful newways of looking at what companies do and how to lead them. It isthe first book to show how to turn the untapped, unmapped knowledgeof an organization into its greatest competitive weapon. Intellectual Capital cuts through the vague rhetoric of"paradigm shifts" to show how the Information Age economy reallyworks--and how to make it work for you and your business. Readerswill learn how to discover and map the human, structural, andcustomer capital that embody the knowledge assets of a corporation;how successful companies manage their intellectual capital toimprove performance; how intellectual capital

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

In the tradition of Warners Japanese Business Etiquette, hereis the newly-updated guide to social and business protocol in thePeoples Republic of China. East-West business is booming, asthousands of Americans flock to China to seek explosiveopportunities. Now, Scott D. Seligman, an expert with 25 years ofexperience dealing with the Chinese, provides complete andup-to-date advice on how to succeed in China. With clarity andhumor, Seligman shows how to avoid costly misunderstandings,interpret behavior, avoid the unintentional gaffe, and makepositive impressions, all while closing million-dollar deals andforming priceless friendships.

In Shift, Carlos Ghosn, the brilliant, audacious, and widelyadmired CEO of Nissan, recounts how he took the reins of the nearlybankrupt Japanese automotive company and achieved one of the mostremarkable turnarounds in automotive—and corporate—history. When Carlos Ghosn (pronounced like “phone”) was named COO ofNissan in 1999, the company was running out of gas and careeningtoward bankruptcy. Eighteen short months later, Nissan was back inthe black, and within several more years it had become the mostprofitable large automobile company in the world. In Shift, Ghosndescribes how he went about accomplishing the seemingly impossible,transforming Nissan once again into a powerful global automotivemanufacturer. The Brazilian-born, French-educated son of Lebanese parents,Ghosn first learned the management principles and practices thatwould shape his decisions at Nissan while rising through the ranksat Michelin and Renault. Upon his arrival at Nissan, Ghosn beganhis new position by embarkin

In this updated paperback edition of a "rich, readable, andauthoritative" Fortune) book, Wall Street Journal reporterPetzinger tells the dramatic story of how a dozen men, includingRobert Crandall of American Airlines, Frank Borman of Eastern, andRichard Ferris of United, battled for control of the world'sairlines Radio drive-time pubilcity.

The universal laws of business success . . . no matter whetheryou are selling fruit from a stand or running a Fortune 500company. Have you ever noticed that the business savvy of theworld's best CEOs seems like a kind of street smarts? They sensewhere the opportunities are and how to take advantage of them. Andtheir companies make money consistently, year after year. Howdifferent is it to run a big company than to sell fruit from a cartor run a small shop in a village? In essence, not very, accordingto Ram Charan. From his childhood in India, where he worked in hisfamily's shoe shop, to his education at Harvard Business School andhis daily work advising many of the world's best CEOs, Ramunderstands business as few can. The best CEOs have a knack forbringing the most complex business down to the fundamentals—thesame fundamentals of the family shoe shop. They have businessacumen—the ability to focus on the basics and make money for thecompany. What the CEO Wants You to Know captures these insights an

“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 only book that looks at the business of concert promotion.Concerts are part art, part party--and a big part business. "ThisBusiness of Concert Promotion and Touring" is the first to focus onthat all-important business aspect, from creating a show, toselling a show, to organizing the show, to staging the show.Working with venues, personnel, booking, promoting, marketing,publicity, public relations, financial management, and much moreare covered in this indispensable one-volume resource. And theideas and techniques explained here can be used for every type ofconcert promotion, including college shows, artist showcases, clubgigs, as well as major events handled by local promoters,nationwide promoters, and worldwide promoters. Concert promotersand tour managers at every level need to know "This Business ofConcert Promotion and Touring"