by Sebastian Mallaby; · 30 Mar 2026 · 607pp · 161,998 words
the lower of these numbers, and subtracting the $10 billion injected by Microsoft, a lowball estimate is that Altman and OpenAI generated $47 billion in shareholder value in the space of twelve months. BACK TO NOTE REFERENCE 33 Tripp Mickle, Cade Metz, Mike Isaac, and Karen Weise, “Inside OpenAI’s Crisis over
by Doug Henwood · 30 Aug 1998 · 586pp · 159,901 words
bit of a loss. Not satisfied with one of the great long-term bull markets in U.S. history, they continued to whine about "unlocking shareholder value" hidden in the crevices of corporate America. Since leverage turned out to be a very risky way of liberating those hidden dollars, a new strategy
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while the likes of Pickens were wilding their way across the corporate landscape. While Sigler argued that "society" owned firms, not "shareholders," Pickens countered that shareholder value was all. His oil company didn't really drill much — he preferred to explore for oil on the New York Stock Exchange, by buying up
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Calpers, the Twentieth Century Fund (1992), or Robert Monks (1995). Professional rentiers and their bankers will no doubt find a new fad designed to unlock shareholder value, and devise a fresh set of arguments for why their enrichment is synonymous with the common good. Aside from Margaret Blair — though she is far
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growth in influence, 4 hit lists, 290 reciprocal, Japan, 275 as risk-bearers, 293 who needs them?, 291-294 see also corporations, governance; stock markets shareholder value (rentier war-cry), 288 Sharpe, William, 162; see also capital asset pricing model Sherman Act, 94 Shiller, Robert, 175-177, 185, 300, 319 fantasy of
by George R. Tyler · 15 Jul 2013 · 772pp · 203,182 words
of the hallmarks of Reaganomics was a transition from stakeholder capitalism to shareholder capitalism since the 1980s, in which executive suites nominally seek to maximize shareholder value. Here is how economists Isil Erel, René Stulz, Reena Aggarwal, and Rohan Williamson explained the difference: “Corporate governance differs across countries. In some countries, many
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of shareholder capitalism has become sharp, exemplified by Cornell law professor Lynn A. Stout, author of The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations, and the Public: “In the quest to ‘unlock shareholder value,’ they sell key assets, fire loyal employees, and ruthlessly squeeze the workforce that remains; cut back on
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the interests of managers rather than shareholders. Short-termism and weak productivity emerged as executives became inattentive to the long-run success of corporations, minimizing shareholder value. The most potent threat to shareholder capitalism is more public oversight. To reduce that risk, the business community has aggressively argued that government Is invariably
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. A different breed of executive came to command enterprises whose management imperative was adopted from folks like Alfred Rappaport, professor emeritus at Northwestern. In Creating Shareholder Value, he argued that “the ultimate test of corporate strategy, the only reliable measure, is whether it creates economic value for shareholders.”16 Only a few
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entirely. Fortune magazine named him corporate manager of the century.* Welch famously argued in 1981 that the sole goal of a firm is to maximize shareholder value, to push share prices ever skyward.25 With his imprimatur, the market measurement of share prices became a mantra. This new philosophy, which rejected stakeholder
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shareholder capitalism fails to resolve the agency problem, and stock options exacerbate the failure. Indeed, options have been determined to have no persistent impact on shareholder value according to research conducted at the University of Hong Kong School of Business by Liu Zheng and Xianming Zhou. Using statistics from the Computstat® ExecuComp
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months surrounding CEO departure for those with high option holdings, which are reversed shortly after CEO departure…. Without any persistent effect of stock options on shareholder value, our results do not support the presumed role of options in providing managerial working incentives.”62 Options misalign managerial interests with shareholder interests in two
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and Huck. That dictum is belied by the wave of value-destroying mergers characterizing American enterprise in recent decades. Shareholder capitalism incentivizes mergers that destroy shareholder value. It works this way: managers are rewarded for spiking share values in the current reporting quarter, affording them the opportunity to cash out options. And
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annual share performance. A modern-day restatement of Marshall is provided by Jeffrey Sonnenfeld, Dean of Yale’s School of Management, who criticizes Reaganomics: “Immediate shareholder value maximization, by itself, was always too short-term in nature. It created a fleeting illusion of value creation by emphasizing immediate goals over long-term
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at macroeconomic data—overall investment returns, numbers of firms choosing to go or remain public, relative economic performance of ‘shareholder-friendly’ jurisdictions—it suggests the shareholder value dogma may be economically counterproductive.”54 How Family Capitalism Avoids Weak Corporate Governance Cutting R&D or human capital investment is scarcely the prescription for
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accommodate codeterminism; it does not even give preference to shareholder over stakeholder capitalism, as noted by Cornell professor Stout: “It shows how the ideology of shareholder value maximization lacks any solid foundation in corporate law, corporate economics, or the empirical evidence. Contrary to what many believe, US corporate law does not impose
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company, the higher is his or her amount of firm-specific knowledge and this knowledge contributes to the added value of a firm … A shortsighted shareholder value orientation is ill advised and may impede performance. To secure success in the long run, these organizations have to bind the human resources to the
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and stakeholder capitalism provide greater returns to shareholders than shareholder capitalism. A growing number of American economists have concluded that shareholder capitalism fails to deliver shareholder value, fatally flawed by its short-termism. This includes Justin Fox and Jay W. Lorsch and also Harvard business professor Rosabeth Moss Kanter.78 Fox and
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achieved through direct board representation reduces labor-management antagonism, engenders a team approach to problem solving, and allows natural synergies to emerge that ultimately benefit shareholder value. The most powerful finding by Fauver and Fuerst is that codetermination increases the share value assigned to such firms by the marketplace by about 10
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that it will not succeed until it emulates the United States with lower taxes, less social protection, a smaller state, and a narrow focus on shareholder value.”67 As we are learning, reality is much different. Northern Europe Is an Economic Powerhouse A number of European firms such as Ikea and Siemens
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writing during the depths of the stock market decline in March 2009 about corporate governance reforms: “Long-held tenets of corporate faith—the pursuit of shareholder value, the use of stock options to motivate employees, and a light regulator touch allied with board oversight of management—are being blamed for the turmoil
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. Nearly 30 years later, he recanted his advocacy of shareholder capitalism. In March 2009, Welch wrote: “… shareholder capitalism is the dumbest idea in the world. Shareholder value is a result, not a strategy. Your main constituencies are your employees, your customers, and your products.”12 Eliminating managerial capitalism starts at the top
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Labor Day,” Washington Post, September 7, 2009. 25 Robert R. Trumble and Angela N. DeLowell, “Connecting CEO performance to corporate performance: Examining intangible metrics of shareholder value,” Journal of Compensation and Benefits, November/December 2001. 26 Alan Auerbach, “BEA Advisory Committee Meeting,” Bureau of Economic Analysis, May 1, 2009. 27 Steven Greenhouse
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on Living Standards, October 2011, 19. 3 Gideon Rachman, “The end of the Thatcher era,” Financial Times, April 27, 2009. 4 Lynn A. Stout, “The Shareholder Value Myth,” The Harvard Law School Forum on Corporate Governance and Financial Regulation (blog), June 26, 2012, http://blogs.law.harvard.edu/corpgov/2012/06/26
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/the-shareholder-value-myth/. 5 Jonsson, “America’s ‘other’ auto industry.” See also: “AP, “New contract with UAW only minimally increases GM fixed costs,” Washington Post, September 19
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, http://www.alternet.org/story/154789/whose_corporations_our_corporations! 14 Jacobson, Ibid. 15 Robert S. McElvaine, The Great Depression, 210. 16 Alfred Rappaport, Creating Shareholder Value (New York: Free Press/Simon and Schuster, 1986). 17 Andrew Martin, “In Company Town, Cuts but No Layoffs,” New York Times, Sept. 25, 2011. 18
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. Frank, “A Remedy Worse Than the Disease,” Pathways, Stanford Center for Poverty and Inequality, Summer 2010. 4 Jesse Eisinger, “Challenging the Long-held Belief in ‘Shareholder Value,’” New York Times, June 28, 2012. 5 Justin Fox and Jay W. Lorsch, “What Good Are Shareholders?,” Harvard Business Review, July–August 2012. 6 Milton
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Industry May Not Survive,” Financial Times, March 18, 2008. http://www.ft.com/intl/cms/s/0/c8941ad4-f503-11dc-a21b-000077b07658.html#axzz24CFwaGsQ. 45 “Shareholder Values,” Editorial, Financial Times, April 19, 2011. 46 Robert R.Trumble and Angela N. DeLowell, “Connecting CEO Performance to Corporate Performance: Examining Intangible Metrics of
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Shareholder Value,” Journal of Compensation and Benefits, November/December 2001. 47 Alex Edmans and Xavier Gabaix, “What’s Right, What’s Wrong and What’s Fixable,” Pathways,
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, “What Good Are Shareholders?” 2 Richard Lambert, “Sir Ralph’s Lessons on Short-Termism,” Financial Times, May 22, 2011. 3 Antoine Reverchon, “Employee Satisfaction and Shareholder Value Are Correlated,” Le Monde, Sept. 26, 2011. 4 Bill George, “What Minnesota Can Learn from Germany,” Star Tribune, Jan. 7, 2012. 5 John Kay, “Why
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Finance, Bank of England, May 2011. 22 Justin Fox and Jay Lorsch, “What Good Are Shareholders?” 23 Jesse Eisinger, “Challenging the Long-Held Belief in ‘Shareholder Value,’” New York Times, June 28, 2012. 24 Michael Clowes, The Money Flood: How Pension Funds Revolutionized Investing (New York: Wiley, 2000). 25 James M. Poterba
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Fe Institute, January 2010. 53 Robert J. Shiller, “Stuck in Neutral? Reset the Mood,” New York Times, Jan. 31, 2010. 54 Lynn A. Stout, “The Shareholder Value Myth.” 55 Edmund S. Phelps, “The Economy Needs a Bit of Ingenuity,” New York Times, Aug. 7, 2010. 56 William D. Cohen, “Want to Fix
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, 2013, http://www.handelsblatt.com/politik/oekonomie/nachrichten/arbeitnehmermitsprache-die-mitbestimmung-im-urteil-der-oekonomen-seite-all/7683538-all.html. 69 Lynn A. Stout, “The Shareholder Value Myth,” Harvard Law School, Forum on Corporate Governance and Financial Regulation, June 26, 2012, http://blogs.law.harvard.edu/corpgov/2012/06/26/the
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-shareholder-value-myth/. 70 See David Ignatius, “Smart Power Amid the Social Whirl,” Washington Post, Jan. 21, 2011. 71 Susanne Royer et al., “Employee Voice and Strategic
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record $1tn” Financial Times, Dec. 30, 2012. 7 Robert R. Trumble and Angela N. DeLowell, “Connecting CEO performance to corporate performance: examining intangible metrics of shareholder value,” Journal of Compensation and Benefits, Nov/Dec 2001. 8 Michael T. Snyder, “So Long, Middle Class,” New York Post, Aug. 1, 2010. 9 Robert Gordon
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Became the China of Europe,” Time Magazine, Feb. 24, 2011. Thomas Schulz, “How The German Economy Became a Model,” Der Spiegel, March 21, 2012. 11 “Shareholder Value Reevaluated,” Editorial, Financial Times, March 15, 2009. 12 Francesco Guerrera, “Welch Denounces Corporate Obsessions,” Financial Times, March 13, 2009. 13 John Gillespie and David Zweig
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–21, 358 Storbeck, Olaf (Handelsblatt reporter), 85 Story, Louise (New York Times), 463 Stout, Lynn (Cornell University professor), 43, 163, 169 shareholder capitalism, 163 The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations, and the Public, 47–48 Stulz, Rene (economist), 39, 178 Sullivan, Martin, 277, 348 Summers, Lawrence H
by Martin L. Abbott and Michael T. Fisher · 1 Dec 2009
Ego at the Door . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Mission First, People Always. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72 Making Timely, Sound, and Morally Correct Decisions . . . . . . . . . . . . . . 73 Empowering Teams and Scalability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 Alignment with Shareholder Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78 Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 Putting Vision, Mission, and Goals Together . . . . . . . . . . . . . . . . . . . . . . 81 The Causal Roadmap to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Key Points . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
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smaller Quigo to countless others, this pair has built around-the-clock reliability, which contributed to the creation of hundreds of millions of dollars in shareholder value. A company can’t operate in the digital age without flawless technical operations. In fact, the lack of a not just good, but great, scalable
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the feedback includes both praise for great performance and information regarding what they can improve. Management is about measuring and improving everything that ultimately creates shareholder value, examples of which are reducing the cost to perform an activity or increasing the throughput of an activity at the same cost. Management is communicating
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ridiculous to you. Unfortunately, this problem exists in many of our larger client companies and when it happens it not only wastes money and destroys shareholder value, it can create long-term resentment between organizations and destroy employee morale. In this case, let’s assume that an organization is split between an
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his technology problems, he knows that long term he is going to have to focus his teams on how they can work together and create shareholder value. He implements a tool for defining roles and responsibilities called RASCI for Responsible, Accountable, Supportive, Consulted, and Informed (this tool is defined further in the
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decision. This information distribution mechanism simply does not scale and results in people reading emails rather than doing what they should be doing to create shareholder value. A partially filled out example matrix is included in Table 2.1. Taking some of our discussion thus far regarding different roles, let’s see
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even in light of their apparent contradictions. Broadly speaking, as public company executives, managers, or individual contributors, “Getting our jobs done” means maximizing shareholder value. We’ll discuss maximizing shareholder value in the section on vision and mission. Effective leaders and managers get the mission accomplished—great leaders and managers do so by creating
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can help move the company in the right direction. Johnny recalls that the components of vision are • Vivid description of an ideal future • Important to shareholder value creation • Measurable • Inspirational • Incorporate elements of your beliefs • Mostly static, but modifiable as the need presents itself • Easily remembered Johnny knows that he needs to
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debate with the operations leader on the topic but believes strongly that any goal related negotiation should never stand as a reason for not creating shareholder value. Johnny makes the operations head the “R” for determining how to accomplish the goal. He believes the operations team can accomplish the goal on its
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way, the bottom line is affected beneficially, profits go up, and shareholders are willing to pay more for equity. The increase in equity price creates shareholder value. Operations teams are responsible for ensuring that systems are available when they should be available in order to keep the company from experiencing lost opportunity
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with their systems. Doing that well also contributes to shareholder value by 85 86 C HAPTER 4 L EADERSHIP 101 maximizing productivity or revenue, thereby increasing the bottom line either through increasing the top line or
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reducing cost. Again, increasing the bottom line (net income or profits) increases the price shareholders would be willing to pay and increases shareholder value. Quality assurance teams help reduce lost opportunity associated with the deployment of a product and the cost of developing that product. By ensuring that the
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, which is the notion of helping your organization to tie everything that it does back to what is important to the company: the maximization of shareholder value. Key Points • Leadership is influencing the behavior of an organization or a person to accomplish a specific objective. • Leaders, whether born or made, can get
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. • Be morally straight always. What you allow you teach and what you teach becomes your standard. • Align everything you do with shareholder value. Don’t do things that don’t create shareholder value. • Vision is a vivid description of an ideal future. The components of vision are q Vivid description of an ideal future
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frame your vision, mission, and goals and help employees understand how they contribute to those goals and how the employee aids in the creation of shareholder value. Chapter 5 Management 101 In respect of the military method, we have, firstly, Measurement; secondly, Estimation of quantity; thirdly, Calculation; fourthly Balancing of chances; fifthly
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their organizations, and the efficiency of everything. Project and Task Management Good managers get projects done on time, on budget, and meet the expectations of shareholder value creation in the completion of their projects. Great managers do the same thing even in the face of adversity. Both accomplish those tasks based on
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requires measurements in order to be produced. We believe in creating cultures that support measurement of nearly everything that is related to the creation of shareholder value. With respect to scale, however, we believe in bundling our measurements thematically. The themes we most often recommend for scale related purposes are cost, availability
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to speak the universal language of business, you will earn the gratitude and respect of your business counterparts. Remember our points regarding the maximization of shareholder value. If you hold a technology management or executive position, you are first and foremost a manager or executive of that business. You must learn to
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simply aren’t the best at everything. Furthermore, your shareholders really expect you to focus on the things that really create competitive differentiation and therefore shareholder value. So only build things when you are really good at it and it makes a significant difference in your product, platform, or system. Use Commodity
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value and minimize the returns associated with dedicating internal and expensive resources to any piece of your architecture. Building a database now has very low shareholder value as compared to the alternative of using several commodity databases. Need more database power? Design your application to make use of any number of databases
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infrastructure, it very often becomes the source of the company’s scalability crisis. Too much time is spent managing the proprietary system that provides “incredible shareholder value” and too little making and creating business functionality and working to really scale the platform. To clarify this point, let’s take a well known
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? This is one of the most important questions within the build versus buy analysis process. At the heart of this question is the notion of shareholder value. If you are not creating competitive differentiation, thereby making it more difficult for your competition to win deals or steal customers, why would you possibly
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the competition catches up to us and offers similar functionality? • Can we build this component cost effectively? Are we reducing our cost and creating additional shareholder value and are we avoiding lost opportunity in revenue? Remember that you are always likely to be biased toward building so do your best to protect
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is dubious regarding the potential returns of such a system. Christine E. Oberman, CEO, is always talking about how they should think in terms of shareholder value creation, so Johnny decides to discuss the opportunity with her. Together, Johnny and Christine walk through the four-part build versus buy checklist. They decide
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CRM product. Johnny and Christine disagree on whether they are the best builders and owners of the asset. Although they agree that it can create shareholder value, Christine doubts that the engineers they have today have the best skills to build such an interpreter. Christine pushes Johnny to experienced help in interpreters
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or two for the upcoming board of directors meetings to discuss the ScaleTalk decision. Conclusion Build versus buy decisions have an incredible capability to destroy shareholder value if not approached carefully. Incorrect decisions can steal resources to scale your platform, increase your cost of operations, steal resources away from critical customer facing
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and revenue producing functionality, and destroy shareholder value. We noted that there is a natural bias toward building over buying and we urged you to guard strongly against that bias. We presented the
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help you make the right choice. Key Points • Making poor build versus buy choices can destroy your capability to scale cost effectively and can destroy shareholder value. • Cost centric approaches to build versus buy focus on reducing overall cost but suffer from a lack of focus on lost opportunity and strategic alignment
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the competition catches up to us and offers similar functionality? • Can we build this component cost effectively? Are we reducing our cost and creating additional shareholder value and are we avoiding lost opportunity in revenue? Remember that you are always likely to be biased toward building so do your best to protect
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the Cost-Value Data Dilemma, citing the option value of data or claiming competitive advantage through infinite data retention, all potentially have dilutive effects to shareholder value. If the real upside of the decisions (or lack of decisions in the case of ignoring the dilemma) does not create more value than the
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and unprofitable customers nevertheless applies to your data. In nearly any environment, with enough investigation, you will likely find data that adds shareholder value and data that is dilutive to shareholder value as the cost of retaining that data on its existing storage solution is greater than the value that it creates. Just as
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perceived competitive differentiation should include values and time limits on data to properly determine if the data is accretive or dilutive to shareholder value. • Eliminate data that is dilutive to shareholder value, or find alternative storage approaches to make the data accretive. Tiered storage strategies and data transformation are all methods of cost justifying
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future of the entire company likely rests with your system remaining consistently available. Why is this decision so important? Ultimately, you are striving to maximize shareholder value. If you make a decision to spend capital investing in hardware and data center space, this takes cash away from other projects that you could
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are more indicative of “where the problem is” rather than that a problem exists. The best metrics here are directly correlated to the creation of shareholder value. A high shopping cart abandonment rate and significantly lower click through rates are both indicative of likely user experience problems that are negatively impacting your
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predictive monitoring solution, but at the very least, they should be identified at the point at which they start to cause customer problems and impact shareholder value. In many mature monitoring solutions, the monitoring system itself will be responsible not only for the initial detection of an incident but for the reporting
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of “Is there a problem?” The types of monitors that answer these questions best are tightly aligned with the business and technology drivers that create shareholder value. Most often, these are real-time monitors on transaction volumes, revenue creation, cost of revenue, and customer interactions with the system. Third-party customer experience
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a way to produce the product, they are a limitation on the quantity that can be produced, and they are either accretive or dilutive to shareholder value, depending upon their level of utilization. Taking and simplifying the automotive industry as an example, new factories are initially dilutive as they represent a new
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repeatability and then specifically for what steps are right for your particular team in terms of complexity. Too much process can stifle innovation and strangle shareholder value, whereas if you are missing the processes that allow you to learn from both your past mistakes and failures, you will very likely at least
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, a single failure will likely not cause any customer impacting issues. The best measure of availability will have a direct relation to the maximization of shareholder value; this maximization in turn likely considers the impact to customer experience and the resulting impact to revenue or cost for the company. C USTOMER C
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Disks), 412 mapping data, 420–423 MapReduce program, 420–423 option value of data, 414–415, 416 peak utilization time, 413 reducing data, 420–423 shareholder value, diluting, 415 strategic advantage value of data, 415, 416–417 summary of, 414 tiered storage solutions, 417–419 transforming for storage, 419–420 unprofitable data
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, Justin, 67 L Last-mile monitoring, 476 Leadership. See also Management; Organizational design; Staffing for scalability. 360-degree reviews, 69 abuse of, 70 alignment with shareholder values, 74–75 born vs. made, 65 causal roadmap to success, 84–86 characteristics of, 66–67 compassion, 68 credibility, 70, 73 decision making, 73 definition
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(Search for Extraterrestrial Intelligence), 429 SETI@home project, 429 Sharding, definition, 311 Shards, definition, 311 Shared infrastructure, grid benefit, 457 Shareholder test, 24 Shareholder value, dilution by data cost, 415 Shareholder values, leadership alignment with, 74–75 ShareThis, case studies, 507–508 Slavery, abolition of, 80 Slivers, definition, 311 SMART (Specific, Measurable, Attainable, Realistic
by William D. Cohan · 15 Nov 2009 · 620pp · 214,639 words
a sale of the company—“with a focus on ensuring that we can handle and protect our customers well and at the same time maximize shareholder value.” Schwartz then opened up the call to questions and said he looked forward to speaking with everyone again on Monday for the earnings release. Guy
by Gautam Baid · 1 Jun 2020 · 1,239pp · 163,625 words
. The financial metrics might appear attractive, but a parasitic relationship of extracting value from customers (rather than adding value to them) usually ends up destroying shareholder value at some point in the future. On the other, we have companies like Amazon, led by Jeff Bezos, who says, “We’ve done price elasticity
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hand and use it to underline clichés such as “employees are our greatest assets,” “our future is bright,” “advancing momentum,” and “we aim to create shareholder value.” This kind of meaningless jargon and platitudes diminishes our understanding of the business and our trust in the leadership. When we finish coding a communication
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.”7 Once a spinoff is complete, its management is freed from the bureaucracy of the parent and is empowered to make changes that will create shareholder value, because if management owns a significant portion of the spinoff’s stock, they will benefit directly. Greenblatt writes, “A strategy of investing in the shares
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that it restricts realizable growth. —Phil Fisher When businesses treat equity capital as gold, even those with limited internal compounding growth opportunities can create significant shareholder value through disciplined capital allocation. If excess free cash flow cannot be reinvested, then look for sound capital allocation that might result in dividends or value
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repurchase stock. It is smart capital allocation to raise equity at a low dilution when the shares are trading at steep valuations. To create significant shareholder value, absolute size of the firm does not matter. Profitability matters. Businesses can achieve high returns through high profit margins. Capital efficiency matters. Businesses with a
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, stay the course. Tying It Together: ROIC with Competitive Advantage and Capital Allocation Critically evaluating the durability of competitive advantage and how capital allocation affects shareholder value can create a variant perception when selecting equities for long holding periods. —Pat Dorsey Combining the key insights from this chapter, we arrive at investing
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I had ample capital and skilled personnel, to compete with it. —Warren Buffett Capital Allocation Capital allocation is the bridge between intrinsic business value and shareholder value. If a company has high-return investment opportunities internally, it should reinvest heavily. Maturing companies, however, often continue to invest despite declining or low returns
by Dambisa Moyo · 3 May 2021 · 272pp · 76,154 words
for bankruptcy. Leaving a good legacy is becoming harder, however, as the corporate board’s oversight role becomes ever more challenging and baseline notions about shareholder value and social responsibility shift with the changing times. Twenty-first-century companies are buffeted by unprecedented economic headwinds. Particularly after the onset of the coronavirus
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more than 100 percent, and this placed pressure on boards and management teams across the banking sector to match the payouts of their competitors. Some shareholders value money today over investment for tomorrow. But picking one option over the other depends on a range of factors: Can the dividend be sustained? How
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company establishes and maintains its reputation. As recent upheavals at Wells Fargo, WeWork, the Weinstein Company, and others have shown, culture directly affects profitability and shareholder value, and ultimately determines whether a company lives or dies. Headlines may give the impression that the cultural issues challenging corporations are purely the result of
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to the transformation of the environment around them. For now, the law of the land is very clear: the true north for a company remains shareholder value. But things are changing, and in the years ahead there must be more focus on social and environmental concerns. The best boards are not waiting
by Andrew Ross Sorkin · 15 Oct 2009 · 351pp · 102,379 words
to send him the announcement, which included an important headline buried at the bottom: “The firm remains committed to examining all strategic alternatives to maximize shareholder value,” which meant that it was open to just about anything. He knew the company had been quietly shopping pieces of itself, but that statement effectively
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newsstand. That morning’s Washington Post was typical of the tone of the coverage: “Stocks Plunge as Crisis Intensifies; AIG at Risk; $700 Billion in Shareholder Value Vanishes.” The Dow Jones Industrial Average had slumped 504.48 points on Monday, the biggest point decline for the index since September 17, 2001, when
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’s shareholders, creditors and our country to try. Since you became Chairman of AIG, you and the Board have presided over the virtual destruction of shareholder value built up over 35 years. It is not my intention to try to point fingers or be critical. My only point is that under the
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, September 16, 2008. “Stocks Plunge as Crisis Intensifies”: Glenn Kessler and David S. Hilzenrath, “Stocks Plunge as Crisis Intensifies; AIG at Risk; $700 Billion in Shareholder Value Vanishes,” Washington Post, September 16, 2008. The Dow Jones Industrial Average had slumped 504.48 points: The Dow dropped 504.5 points on Monday. Alex
by William D. Cohan · 25 Dec 2015 · 1,009pp · 329,520 words
begin to lift the fog." To raised eyebrows, Bruce blamed Time Warner management for creating a "corporate inferno" that immolated at least $40 billion in shareholder value through a combination of, among other things, "bloated overhead" (evidenced by the company's new corporate headquarters at Columbus Circle and its fleet of corporate
by Jack (edited By) Guinan · 27 Jul 2009 · 353pp · 88,376 words
the money required to maintain or expand its asset base. Free cash flow is important because it allows a company to pursue opportunities that enhance shareholder value. Without cash, it is tough to develop 110 The Investopedia Guide to Wall Speak new products, make acquisitions, pay dividends, and reduce debt. FCF is
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160 The Investopedia Guide to Wall Speak wealth, but if it fails to do so, the interest expense and credit risk of default can destroy shareholder value. Related Terms: • Debt Ratio • Leveraged Buyout—LBO • Operating Leverage • Deleverage • Margin Leverage Ratio What Does Leverage Ratio Mean? (1) Any ratio used to calculate the
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by Jeff Gramm · 23 Feb 2016 · 384pp · 103,658 words
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by Rana Foroohar · 16 May 2016 · 515pp · 132,295 words
by William N. Goetzmann · 11 Apr 2016 · 695pp · 194,693 words
by Justin Fox · 29 May 2009 · 461pp · 128,421 words
by John Tennent, Graham Friend and Economist Group · 15 Dec 2005 · 287pp · 44,739 words
by Alec Ross · 13 Sep 2021 · 363pp · 109,077 words
by Martin Wolf · 24 Nov 2015 · 524pp · 143,993 words
by Andrew Jackson (economist) and Ben Dyson (economist) · 15 Nov 2012 · 363pp · 107,817 words
by Alan S. Blinder · 24 Jan 2013 · 566pp · 155,428 words
by Anatole Kaletsky · 22 Jun 2010 · 484pp · 136,735 words
by Satyajit Das · 14 Oct 2011 · 741pp · 179,454 words
by Larry Harris · 2 Jan 2003 · 1,164pp · 309,327 words
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by Mariana Mazzucato · 1 Jan 2011 · 382pp · 92,138 words
by Phillip Brown, Hugh Lauder and David Ashton · 3 Nov 2010 · 209pp · 80,086 words
by Steven Brill · 28 May 2018 · 519pp · 155,332 words
by Will Hutton · 30 Sep 2010 · 543pp · 147,357 words
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by Daniel Reingold and Jennifer Reingold · 1 Jan 2006 · 506pp · 146,607 words
by Geoffrey Cain · 15 Mar 2020 · 540pp · 119,731 words
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by Mike Isaac · 2 Sep 2019 · 444pp · 127,259 words
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by Mark Mahaney · 9 Nov 2021 · 311pp · 90,172 words
by Bruce Nussbaum · 5 Mar 2013 · 385pp · 101,761 words
by Michael Blanding · 14 Jun 2010 · 385pp · 133,839 words
by Sandra Navidi · 24 Jan 2017 · 831pp · 98,409 words
by Eric Posner and E. Weyl · 14 May 2018 · 463pp · 105,197 words
by David Rothkopf · 18 Mar 2008 · 535pp · 158,863 words
by Stewart Lansley · 19 Jan 2012 · 223pp · 10,010 words
by Shoshana Zuboff · 15 Jan 2019 · 918pp · 257,605 words
by Joseph E. Stiglitz · 28 Jan 2020 · 408pp · 108,985 words
by Robert X. Cringely · 1 Jun 2014 · 232pp · 71,024 words
by Jeremy Siegel · 7 Jan 2014 · 517pp · 139,477 words
by Kurt Andersen · 14 Sep 2020 · 486pp · 150,849 words
by Dale van Atta · 14 Aug 2019 · 520pp · 164,834 words
by Iain Martin · 11 Sep 2013 · 387pp · 119,244 words
by Scott Davis, Carter Copeland and Rob Wertheimer · 13 Jul 2020 · 372pp · 101,678 words
by Tom McGrath · 3 Jun 2024 · 326pp · 103,034 words
by Mark Dowie · 3 Oct 2009 · 410pp · 115,666 words
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by Klaus Schwab and Peter Vanham · 27 Jan 2021 · 460pp · 107,454 words
by Alice Schroeder · 1 Sep 2008 · 1,336pp · 415,037 words
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by Tobias E. Carlisle · 19 Aug 2014
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by Peter Lynch · 11 May 2012
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by Aaron Brown and Eric Kim · 10 Oct 2011 · 483pp · 141,836 words
by Andrew Sayer · 6 Nov 2014 · 504pp · 143,303 words
by Thomas H. Davenport and Jeanne G. Harris · 6 Mar 2007 · 233pp · 67,596 words
by Jonathan Tepper · 20 Nov 2018 · 417pp · 97,577 words
by Douglas Rushkoff · 1 Mar 2016 · 366pp · 94,209 words
by Ellen Ruppel Shell · 22 Oct 2018 · 402pp · 126,835 words
by Paul Collier · 4 Dec 2018 · 310pp · 85,995 words
by Daniel Markovits · 14 Sep 2019 · 976pp · 235,576 words
by Scott Kupor · 3 Jun 2019 · 340pp · 100,151 words
by Mariana Mazzucato · 25 Apr 2018 · 457pp · 125,329 words
by Jason Kelly · 10 Sep 2012 · 274pp · 81,008 words
by Grace Blakeley · 9 Sep 2019 · 263pp · 80,594 words
by Anne Case and Angus Deaton · 17 Mar 2020 · 421pp · 110,272 words
by Sujeet Indap and Max Frumes · 16 Mar 2021 · 362pp · 116,497 words
by Tom Bower · 1 Jan 2009 · 554pp · 168,114 words
by James O'Toole · 29 Dec 2018 · 716pp · 192,143 words
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by Norbert Haring, Norbert H. Ring and Niall Douglas · 30 Sep 2012 · 261pp · 103,244 words
by Steven G. Mandis · 9 Sep 2013 · 413pp · 117,782 words
by Sharon Beder · 30 Sep 2006 · 273pp · 34,920 words
by Kirsten Grind · 11 Jun 2012 · 549pp · 147,112 words
by Gina Keating · 10 Oct 2012 · 347pp · 91,318 words
by Michael J. Mauboussin · 14 Jul 2012 · 299pp · 92,782 words
by Lawrence Freedman · 31 Oct 2013 · 1,073pp · 314,528 words
by Pat Dorsey · 1 Mar 2008 · 141pp · 40,979 words
by Mervyn King and John Kay · 5 Mar 2020 · 807pp · 154,435 words
by John Elkington · 6 Apr 2020 · 384pp · 93,754 words
by Maurice E. Stucke and Ariel Ezrachi · 14 May 2020 · 511pp · 132,682 words
by Allen C. Benello · 7 Dec 2016
by Ian Bremmer · 12 May 2010 · 247pp · 68,918 words
by Mark Stevens · 31 May 1993 · 414pp · 108,413 words
by Simon Clark and Will Louch · 14 Jul 2021 · 403pp · 105,550 words
by James B Stewart and Rachel Abrams · 14 Feb 2023 · 521pp · 136,802 words
by Daniel Yergin · 14 May 2011 · 1,373pp · 300,577 words
by Megan Greenwell · 18 Apr 2025 · 385pp · 103,818 words
by Alan Murray · 15 Dec 2022 · 263pp · 77,786 words
by David Gelles · 30 May 2022 · 318pp · 91,957 words
by Bethany McLean · 25 Nov 2013 · 778pp · 233,096 words
by Duff McDonald · 24 Apr 2017 · 827pp · 239,762 words
by Jonathan Haskel and Stian Westlake · 7 Nov 2017 · 346pp · 89,180 words
by Michael J. Mauboussin · 1 Jan 2006 · 348pp · 83,490 words
by Jaideep Prabhu Navi Radjou · 15 Feb 2015 · 400pp · 88,647 words
by Brad Stone · 14 Oct 2013 · 380pp · 118,675 words
by Rob Reich, Mehran Sahami and Jeremy M. Weinstein · 6 Sep 2021
by Costas Lapavitsas · 14 Aug 2013 · 554pp · 158,687 words
by Bethany McLean · 19 Oct 2010 · 543pp · 157,991 words
by Victor A. Canto · 2 Jan 2005 · 337pp · 89,075 words
by John Kay · 30 Apr 2010 · 237pp · 50,758 words
by Wesley R. Gray and Tobias E. Carlisle · 29 Nov 2012 · 263pp · 75,455 words
by Eric M. Jackson · 15 Jan 2004 · 398pp · 108,889 words
by Philip Augar · 4 Jul 2018 · 457pp · 143,967 words
by John Kay · 24 May 2004 · 436pp · 76 words
by Stephen Davis, Jon Lukomnik and David Pitt-Watson · 30 Apr 2016 · 304pp · 80,965 words
by Anastasia Nesvetailova and Ronen Palan · 28 Jan 2020 · 218pp · 62,889 words
by Kate Kelly · 14 Apr 2009 · 258pp · 71,880 words
by Raghuram Rajan · 26 Feb 2019 · 596pp · 163,682 words
by Elroy Dimson, Paul Marsh and Mike Staunton · 3 Feb 2002 · 353pp · 148,895 words
by Vivek Ramaswamy · 16 Aug 2021 · 344pp · 104,522 words
by Edward Chancellor · 15 Aug 2022 · 829pp · 187,394 words
by David Skelton · 28 Jun 2021 · 226pp · 58,341 words
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by Charles Goodhart and Manoj Pradhan · 8 Aug 2020 · 438pp · 84,256 words
by Yancey Strickler · 29 Oct 2019 · 254pp · 61,387 words
by Bruce C. N. Greenwald, Judd Kahn, Paul D. Sonkin and Michael van Biema · 26 Jan 2004 · 306pp · 97,211 words
by Richard Rumelt · 27 Apr 2022 · 363pp · 109,834 words
by Brad Jacobs · 15 Feb 2024 · 168pp · 46,127 words
by Paul Roberts · 1 Sep 2014 · 324pp · 92,805 words
by David Callahan · 1 Jan 2004 · 452pp · 110,488 words
by Daniel Yergin · 23 Dec 2008 · 1,445pp · 469,426 words
by Nicholas Dunbar · 11 Jul 2011 · 350pp · 103,270 words
by Joel Spolsky · 1 Aug 2004 · 370pp · 105,085 words
by Jeff Madrick · 11 Jun 2012 · 840pp · 202,245 words
by Bob Lutz · 31 May 2011 · 249pp · 73,731 words
by Jeremy Rifkin · 31 Mar 2014 · 565pp · 151,129 words
by Frederic Laloux and Ken Wilber · 9 Feb 2014 · 436pp · 141,321 words
by Nicholas Shaxson · 10 Oct 2018 · 482pp · 149,351 words
by Philip Augar · 20 Apr 2005 · 290pp · 83,248 words
by Lasse Heje Pedersen · 12 Apr 2015 · 504pp · 139,137 words
by Feng Gu · 26 Jun 2016
by Adrian Wooldridge · 29 Nov 2011 · 460pp · 131,579 words
by Tony Robbins · 18 Nov 2014 · 825pp · 228,141 words
by Tobias E. Carlisle · 13 Oct 2017 · 120pp · 33,892 words
by Rod Hill and Anthony Myatt · 15 Mar 2010
by Deborah Hargreaves · 29 Nov 2018 · 98pp · 27,201 words
by Jonathan Haskel and Stian Westlake · 4 Apr 2022 · 338pp · 85,566 words
by B. Mark Smith · 1 Jan 2001 · 403pp · 119,206 words
by Emmanuel Saez and Gabriel Zucman · 14 Oct 2019 · 232pp · 70,361 words
by Gene Sperling · 14 Sep 2020 · 667pp · 149,811 words
by Rebecca Giblin and Cory Doctorow · 26 Sep 2022 · 396pp · 113,613 words
by Keach Hagey · 25 Jun 2018 · 499pp · 131,113 words
by Joe Aston · 27 Oct 2024 · 362pp · 130,141 words
by Cory Doctorow · 6 Oct 2025 · 313pp · 94,415 words
by Davis Edwards · 10 Jul 2014
by Duff McDonald · 1 Jun 2014 · 654pp · 120,154 words
by Satyajit Das · 15 Nov 2006 · 349pp · 134,041 words
by Frederick Sheehan · 21 Oct 2009 · 435pp · 127,403 words
by Joseph E. Stiglitz · 10 Jun 2012 · 580pp · 168,476 words
by Hedrick Smith · 10 Sep 2012 · 598pp · 172,137 words
by Peter W. Bernstein · 17 Dec 2008 · 538pp · 147,612 words
by Richard Bookstaber · 5 Apr 2007 · 289pp · 113,211 words
by Matt Blumberg · 13 Aug 2013 · 561pp · 114,843 words
by Josh Ryan-Collins, Toby Lloyd and Laurie Macfarlane · 28 Feb 2017 · 346pp · 90,371 words
by John Plender · 27 Jul 2015 · 355pp · 92,571 words
by Larry Bossidy · 10 Nov 2009 · 244pp · 76,192 words
by Robert J. Shiller · 1 Jan 2012 · 288pp · 16,556 words
by Peter Fleming · 14 Jun 2015 · 320pp · 86,372 words
by Chip Heath and Dan Heath · 18 Dec 2006 · 313pp · 94,490 words
by Dave Gray and Thomas Vander Wal · 2 Dec 2014 · 372pp · 89,876 words
by Jeremy Rifkin · 9 Sep 2019 · 327pp · 84,627 words
by Dan Lyons · 22 Oct 2018 · 252pp · 78,780 words
by Joseph E. Stiglitz · 22 Apr 2019 · 462pp · 129,022 words
by Steven Rattner · 19 Sep 2010 · 394pp · 124,743 words
by Adam Winkler · 27 Feb 2018 · 581pp · 162,518 words
by Ha-Joon Chang · 1 Jan 2010 · 365pp · 88,125 words
by Christopher W Mayer · 21 May 2018
by Atsuo Inoue · 18 Nov 2021 · 295pp · 89,441 words
by Andrew W. Lo and Stephen R. Foerster · 16 Aug 2021 · 542pp · 145,022 words
by Sebastian Mallaby · 1 Feb 2022 · 935pp · 197,338 words
by Kate Conger and Ryan Mac · 17 Sep 2024
by Polly Toynbee and David Walker · 6 Oct 2011 · 471pp · 109,267 words
by Michael Bhaskar · 2 Nov 2021
by Kevin Mellyn · 30 Sep 2009 · 225pp · 11,355 words
by Igor Tulchinsky · 30 Sep 2019 · 321pp
by Sharon Beder · 1 Jan 1997 · 651pp · 161,270 words
by Atif Mian and Amir Sufi · 11 May 2014 · 249pp · 66,383 words
by Elizabeth Ghaffari · 5 Dec 2011 · 493pp · 139,845 words
by Tyler Cowen · 8 Apr 2019 · 297pp · 84,009 words
by Julie Battilana and Tiziana Casciaro · 30 Aug 2021 · 345pp · 92,063 words
by John Abramson · 15 Dec 2022 · 362pp · 97,473 words
by Wendy Liu · 22 Mar 2020 · 223pp · 71,414 words
by Eva Dou · 14 Jan 2025 · 394pp · 110,159 words
by Daron Acemoglu and Simon Johnson · 15 May 2023 · 619pp · 177,548 words
by Walt Bogdanich and Michael Forsythe · 3 Oct 2022 · 689pp · 134,457 words
by Robin Chase · 14 May 2015 · 330pp · 91,805 words
by Jeffrey Bussgang · 31 Mar 2010 · 253pp · 65,834 words
by Wolfgang Streeck · 1 Jan 2013 · 353pp · 81,436 words
by Liz Pelly · 7 Jan 2025 · 293pp · 104,461 words
by Christopher Varelas · 15 Oct 2019 · 477pp · 144,329 words
by Sebastien Page · 4 Nov 2020 · 367pp · 97,136 words
by John Lanchester · 14 Dec 2009 · 322pp · 77,341 words
by Steven Johnson · 14 Jul 2012 · 184pp · 53,625 words
by John Cassidy · 10 Nov 2009 · 545pp · 137,789 words
by Don Tapscott and Anthony D. Williams · 28 Sep 2010 · 552pp · 168,518 words
by Faisal Islam · 28 Aug 2013 · 475pp · 155,554 words
by John Lanchester · 5 Oct 2014 · 261pp · 86,905 words
by Aaron Dignan · 1 Feb 2019 · 309pp · 81,975 words
by Trebor Scholz and Nathan Schneider · 14 Aug 2017 · 237pp · 67,154 words
by Bill Hare · 30 May 2004 · 352pp · 96,692 words
by Orit Gadiesh and Hugh MacArthur · 14 Aug 2008 · 92pp · 23,741 words
by Richard Brooks · 2 Jan 2014 · 301pp · 88,082 words
by Brian Dumaine · 11 May 2020 · 411pp · 98,128 words
by Torkell T. Eide, Lawrence A. Cunningham and Patrick Hargreaves · 5 Jan 2016 · 178pp · 52,637 words
by Bruce C. Greenwald · 31 Aug 2016 · 482pp · 125,973 words
by Rick Wartzman · 15 Nov 2022 · 215pp · 69,370 words
by Kurt Wagner · 20 Feb 2024 · 332pp · 127,754 words
by Kevin Mellyn · 18 Jun 2012 · 183pp · 17,571 words
by Marcia Stigum and Anthony Crescenzi · 9 Feb 2007 · 1,202pp · 424,886 words
by Jane Gleeson-White · 14 May 2011 · 274pp · 66,721 words
by Roger L. Martin · 28 Sep 2020 · 600pp · 72,502 words
by Paul Gilding · 28 Mar 2011 · 337pp · 103,273 words
by Lars Kroijer · 26 Jul 2010 · 244pp · 79,044 words
by Thomas Frank · 5 Aug 2008 · 482pp · 122,497 words
by Richard R. Lindsey and Barry Schachter · 30 Jun 2007
by Peter H. Diamandis and Steven Kotler · 3 Feb 2015 · 368pp · 96,825 words
by Russell Gold · 7 Apr 2014 · 423pp · 118,002 words
by Nicholas Shaxson · 11 Apr 2011 · 429pp · 120,332 words
by Scott D. Anthony and Mark W. Johnson · 27 Mar 2017 · 293pp · 78,439 words
by Jonathan A. Knee · 31 Jul 2006 · 362pp · 108,359 words
by Simon Sinek · 29 Oct 2009 · 261pp · 79,883 words
by Astra Taylor · 4 Mar 2014 · 283pp · 85,824 words
by Richard A. Posner · 30 Apr 2009 · 305pp · 69,216 words
by David Weil · 17 Feb 2014 · 518pp · 147,036 words
by Matthew Bishop, Michael Green and Bill Clinton · 29 Sep 2008 · 401pp · 115,959 words
by Reid Hoffman and Chris Yeh · 14 Apr 2018 · 286pp · 87,401 words
by Erik Baker · 13 Jan 2025 · 362pp · 132,186 words
by John Cassidy · 12 May 2025 · 774pp · 238,244 words
by C. K. Prahalad · 15 Jan 2005 · 423pp · 149,033 words
by Scott McCleskey · 10 Mar 2011
by Owen Jones · 3 Sep 2014 · 388pp · 125,472 words
by Frank Pasquale · 17 Nov 2014 · 320pp · 87,853 words
by Paul Vigna and Michael J. Casey · 27 Jan 2015 · 457pp · 128,838 words
by Anand Giridharadas · 27 Aug 2018 · 296pp · 98,018 words
by Robert Skidelsky · 3 Mar 2020 · 290pp · 76,216 words
by Margaret O'Mara · 8 Jul 2019
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by Parmy Olson · 284pp · 96,087 words
by Diane Coyle · 14 Jan 2020 · 384pp · 108,414 words
by Ayana Elizabeth Johnson · 17 Sep 2024 · 588pp · 160,825 words
by Linda McQuaig and Neil Brooks · 3 Mar 2026 · 291pp · 83,422 words
by Dan Ariely · 3 Apr 2013 · 898pp · 266,274 words
by Louis Esch, Robert Kieffer and Thierry Lopez · 28 Nov 2005 · 416pp · 39,022 words
by Paul Pierson and Jacob S. Hacker · 14 Sep 2010 · 602pp · 120,848 words
by Grace Blakeley · 14 Oct 2020 · 82pp · 24,150 words
by Guy Standing · 27 Feb 2011 · 209pp · 89,619 words
by Nathan Schneider · 10 Sep 2018 · 326pp · 91,559 words
by Joris Luyendijk · 14 Sep 2015 · 257pp · 71,686 words
by Leo Panitch and Sam Gindin · 8 Oct 2012 · 823pp · 206,070 words
by David Goodhart · 7 Jan 2017 · 382pp · 100,127 words
by Jimmy Soni · 22 Feb 2022 · 505pp · 161,581 words
by Jason Hickel · 3 May 2017 · 332pp · 106,197 words
by Mehrsa Baradaran · 14 Sep 2017 · 520pp · 153,517 words
by Rupert Darwall · 2 Oct 2017 · 451pp · 115,720 words
by Colin Read · 16 Jul 2012 · 206pp · 70,924 words
by Richard Branson · 8 Sep 2014 · 315pp · 99,065 words
by Jeremias Prassl · 7 May 2018 · 491pp · 77,650 words
by Felix Gillette and John Koblin · 1 Nov 2022 · 575pp · 140,384 words
by Nassim Nicholas Taleb · 1 Jan 2001 · 111pp · 1 words
by Chip Heath and Dan Heath · 26 Mar 2013 · 316pp · 94,886 words
by Ruth Fincher and Peter Saunders · 1 Jul 2001 · 267pp · 79,905 words
by Rana Foroohar · 5 Nov 2019 · 380pp · 109,724 words
by Lane Kenworthy · 3 Jan 2014 · 283pp · 73,093 words
by Gideon Rachman · 1 Feb 2011 · 391pp · 102,301 words
by Aaron Bastani · 10 Jun 2019 · 280pp · 74,559 words
by Tim Wu · 2 Nov 2010 · 418pp · 128,965 words
by Steve Levine · 23 Oct 2007 · 568pp · 162,366 words
by Kevin Phillips · 31 Mar 2008 · 422pp · 113,830 words
by Kevin Roose · 18 Feb 2014 · 269pp · 83,307 words
by Bruce Cannon Gibney · 7 Mar 2017 · 526pp · 160,601 words
by Jeremy Lent · 22 May 2017 · 789pp · 207,744 words
by Craig Kielburger, Holly Branson, Marc Kielburger, Sir Richard Branson and Sheryl Sandberg · 7 Mar 2018 · 335pp · 96,002 words
by Mike Berners-Lee · 27 Feb 2019
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by J. David McSwane · 11 Apr 2022 · 368pp · 102,379 words
by Michael W. Covel · 19 Mar 2007 · 467pp · 154,960 words
by Dan Ariely · 27 Jun 2012 · 258pp · 73,109 words
by Neil Gibb · 15 Feb 2018 · 217pp · 63,287 words
by Robert Skidelsky · 13 Nov 2018
by Edward Fishman · 25 Feb 2025 · 884pp · 221,861 words
by David de Cremer · 25 May 2020 · 241pp · 70,307 words
by Laszlo Bock · 31 Mar 2015 · 387pp · 119,409 words
by Robert J. Shiller · 14 Oct 2019 · 611pp · 130,419 words
by Abhijit V. Banerjee and Esther Duflo · 12 Nov 2019 · 470pp · 148,730 words
by Ali Tamaseb · 14 Sep 2021 · 251pp · 80,831 words
by Robert D. Putnam · 12 Oct 2020 · 678pp · 160,676 words
by Lionel Barber · 5 Nov 2020
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by Sangeet Paul Choudary, Marshall W. van Alstyne and Geoffrey G. Parker · 27 Mar 2016 · 421pp · 110,406 words
by Eli Pariser · 11 May 2011 · 274pp · 75,846 words
by Peter Schwartz, Peter Leyden and Joel Hyatt · 18 Oct 2000 · 353pp · 355 words
by Bruce Schneier · 14 Feb 2012 · 503pp · 131,064 words
by Noah Berlatsky · 19 Feb 2010
by Douglas Rushkoff · 22 Jan 2019 · 196pp · 54,339 words
by Randall E. Stross · 30 Oct 2008 · 381pp · 112,674 words
by Peter Biskind · 6 Nov 2023 · 543pp · 143,084 words
by Reid Hoffman and Ben Casnocha · 14 Feb 2012 · 176pp · 55,819 words
by Adam Tooze · 15 Nov 2021 · 561pp · 138,158 words
by Thomas L. Friedman and Michael Mandelbaum · 1 Sep 2011 · 441pp · 136,954 words
by Jim Whitehurst · 1 Jun 2015 · 247pp · 63,208 words
by James Surowiecki · 1 Jan 2004 · 326pp · 106,053 words
by Lauren Turner Claire, Laure Claire Reillier and Benoit Reillier · 14 Oct 2017 · 240pp · 78,436 words
by Victor Haghani and James White · 27 Aug 2023 · 314pp · 122,534 words
by John Seely Brown and Paul Duguid · 2 Feb 2000 · 791pp · 85,159 words
by Thomas Frank · 16 Aug 2011 · 261pp · 64,977 words
by Annelise Orleck · 27 Feb 2018 · 382pp · 107,150 words
by John Hagel Iii and John Seely Brown · 12 Apr 2010 · 319pp · 89,477 words
by Michel Aglietta · 23 Oct 2018 · 665pp · 146,542 words
by Maximilian Kasy · 15 Jan 2025 · 209pp · 63,332 words
by Mushtak Al-Atabi · 26 Aug 2014 · 204pp · 66,619 words
by Neal Stephenson · 6 Aug 2012 · 335pp · 107,779 words
by David Pilling · 30 Jan 2018 · 264pp · 76,643 words
by Adam Greenfield · 29 May 2017 · 410pp · 119,823 words
by W. David Marx · 18 Nov 2025 · 642pp · 142,332 words
by Marc Goodman · 24 Feb 2015 · 677pp · 206,548 words
by Michael Edwards · 4 Jan 2010
by Tien Tzuo and Gabe Weisert · 4 Jun 2018 · 244pp · 66,977 words
by Tim Fernholz · 20 Mar 2018 · 328pp · 96,141 words
by Hal Niedzviecki · 15 Mar 2015 · 343pp · 102,846 words
by Sinan Aral · 14 Sep 2020 · 475pp · 134,707 words
by Josh Riedel · 17 Jan 2023 · 287pp · 85,518 words
by Adrian Hon · 14 Sep 2022 · 371pp · 107,141 words
by Wolfgang Streeck · 8 Nov 2016 · 424pp · 115,035 words
by Andrew Yang · 15 Nov 2021
by Yochai Benkler · 14 May 2006 · 678pp · 216,204 words
by Emily Chang · 6 Feb 2018 · 334pp · 104,382 words
by Marshall Goldsmith and Mark Reiter · 9 Jan 2007 · 280pp · 82,623 words
by John Markoff · 22 Mar 2022 · 573pp · 142,376 words
by Jason Hickel · 12 Aug 2020 · 286pp · 87,168 words
by Adrian Slywotzky · 31 Aug 2002
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by Timothy Noah · 23 Apr 2012 · 309pp · 91,581 words
by Chip Heath and Dan Heath · 10 Feb 2010 · 307pp · 94,069 words
by Sethi, Ramit · 22 Mar 2009 · 357pp · 91,331 words
by Sarah Kessler · 11 Jun 2018 · 246pp · 68,392 words
by Julia Hobsbawm · 11 Apr 2022 · 172pp · 50,777 words
by Gene Kim, Kevin Behr and George Spafford · 14 Jul 2013 · 395pp · 110,994 words
by Stephen Leeb and Donna Leeb · 12 Feb 2004 · 222pp · 70,559 words
by Stephanie Kelton · 8 Jun 2020 · 338pp · 104,684 words
by Alec MacGillis · 16 Mar 2021 · 426pp · 136,925 words
by George Packer · 4 Mar 2014 · 559pp · 169,094 words
by Susan Cain · 24 Jan 2012 · 377pp · 115,122 words
by Peter Thiel and Blake Masters · 15 Sep 2014 · 185pp · 43,609 words
by Ed Yourdon · 19 Jul 2011 · 525pp · 142,027 words
by Shawn Lawrence Otto · 10 Oct 2011 · 692pp · 127,032 words
by Eric Schmidt, Jonathan Rosenberg and Alan Eagle · 15 Apr 2019 · 199pp · 56,243 words
by Daniel Crosby · 19 Sep 2024 · 229pp · 73,085 words
by Nicole Aschoff · 10 Mar 2015 · 128pp · 38,187 words
by Shelly Palmer · 14 Apr 2006 · 406pp · 88,820 words
by Mark Leonard · 4 Sep 2000 · 131pp · 41,052 words
by Wendy Brown · 6 Feb 2015
by Michael Ellsberg · 15 Jan 2011 · 362pp · 99,063 words
by Ronald Purser · 8 Jul 2019 · 242pp · 67,233 words
by Thomas L. Friedman · 22 Nov 2016 · 602pp · 177,874 words
by Richard A. Clarke and Robert K. Knake · 15 Jul 2019 · 409pp · 112,055 words
by Michal Zalewski · 11 Jan 2022 · 337pp · 96,666 words
by Caspar Herzberg · 13 Apr 2017
by Beth Macy · 15 Aug 2022 · 389pp · 111,372 words
by Jim Kalbach · 6 Apr 2020
by Bharat Anand · 17 Oct 2016 · 554pp · 149,489 words
by William Patry · 3 Jan 2012 · 336pp · 90,749 words
by Jacob Silverman · 17 Mar 2015 · 527pp · 147,690 words
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by Scott Donaldson, Stanley Siegel and Gary Donaldson · 13 Jan 2012 · 458pp · 135,206 words
by Ray C. Anderson · 28 Mar 2011 · 412pp · 113,782 words
by Po Bronson and Ashley Merryman · 19 Feb 2013 · 407pp · 109,653 words
by Bench Ansfield · 15 Aug 2025 · 366pp · 138,787 words
by Elizabeth S. Anderson · 22 May 2017 · 205pp · 58,054 words
by Yasha Levine · 6 Feb 2018 · 474pp · 130,575 words
by Ori Brafman and Rod A. Beckstrom · 4 Oct 2006 · 218pp · 44,364 words
by Jacob Ward · 25 Jan 2022 · 292pp · 94,660 words
by Adrian Wooldridge · 2 Jun 2021 · 693pp · 169,849 words
by Stuart Armstrong · 1 Feb 2014 · 48pp · 12,437 words
by John Wood · 28 Aug 2006 · 310pp · 91,151 words
by Carl Honore · 29 Jan 2013 · 266pp · 87,411 words
by Diane Coyle · 23 Feb 2014 · 159pp · 45,073 words
by Rich Karlgaard · 15 Apr 2019 · 321pp · 92,828 words
by Kenneth S. Rubin · 19 Jul 2012 · 584pp · 149,387 words
by David Reed · 31 Aug 2021 · 168pp · 49,067 words
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by Sangeet Paul Choudary · 14 Sep 2015 · 302pp · 73,581 words
by David Allen · 30 Dec 2008
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