vertical integration

The Everything Blueprint: The Microchip Design That Changed the World

by James Ashton  · 11 May 2023  · 401pp  · 113,586 words

most of the chips they designed in their own foundries, particularly the latest designs. But the sheer cost and complexity of the industry meant the vertically integrated model that dated back to the 1960s was fraying at the edges for older silicon. By proving they could be trusted to closely follow labyrinthine

Gambling Man

by Lionel Barber  · 3 Oct 2024  · 424pp  · 123,730 words

Taiwan’s TSMC and is expected to begin in the autumn of that year. This hugely ambitious venture aims to create SoftBank Group’s own vertically integrated AI ecosystem, from manufacturing chips to operating data centres and industrial robots and power generation. Once again, Masa has confounded his critics and wrong-footed

The Elements of Power: A Story of War, Technology, and the Dirtiest Supply Chain on Earth

by Nicolas Niarchos  · 20 Jan 2026  · 654pp  · 170,150 words

best power infrastructure is not there,” a Belgian fund manager said. “Second takeaway: The Chinese are also coming after the market.” “They aren’t so vertically integrated,” his colleague, a New York–based investor, replied. “One question: Where is the Tesla factory?” the Belgian wondered. “Can I get easily from downtown Berlin

The War Below: Lithium, Copper, and the Global Battle to Power Our Lives

by Ernest Scheyder  · 30 Jan 2024  · 355pp  · 133,726 words

use of sulfuric acid, making the extraction of lithium for EV batteries far safer than the traditional method.11 “What we need to see is vertical integration that shortens the process path from mine to cathode,” Turner Caldwell, a Tesla engineer, told the Battery Day audience. “This growth is real. We are

Artificial Intelligence: A Modern Approach

by Stuart Russell and Peter Norvig  · 14 Jul 2019  · 2,466pp  · 668,761 words

). La logique, ou l'art de penser. Chez Charles Savreux, Paris. Arora, N. S., Russell, S. J., and Sudderth, E. (2013). NET-VISA: Network processing vertically integrated seismic analysis. Bull. Seism. Soc. Amer., 103, 709–729. Arora, S. (1998). Polynomial time approximation schemes for Euclidean traveling salesman and other geometric problems. JACM

The AI-First Company

by Ash Fontana  · 4 May 2021  · 296pp  · 66,815 words

. Companies need new methods to properly account for the cost of delivering an AI-First product. More What’s the second act? 8. Aggregating Advantages Vertical integration gets more data, revenue, and profit. Aggregating data creates new products. Strategic data management can lead to customer lock-in. Increase compatibility or create an

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product—and a whole new business. The following diagram shows the path to building AIs the lean way. The bottom rectangle indicates the degree of vertical integration to bear in mind while working with customers. Capture just enough data to train the model to test in real life, capture feedback, measure ROI

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or enter new markets: price discrimination; disruption; and aggregation. AGGREGATING ADVANTAGES This chapter walks through the five strategies at the top of the diagram above—vertical integration, positioning through standardization, data aggregation, disruptive market entry, or price discrimination based on data contribution—that generate more data to feed models, grow the DLE

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can make whole ecosystems revolve around them by setting industry standards for storing and moving data. The concepts in the diagram above—disruption, aggregation, and vertical integration—allowed new entrants to subordinate incumbents over the last few decades. Applying these concepts on top of DLEs builds a whole stack of long-term

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with government data, patents on their models, or subsidies for providing predictions that allow society to plan well and function better. VERTICAL INTEGRATION The best products in the world are made by vertically integrated businesses: Apple’s hardware to software; Amazon’s warehouses to websites; and, back in the nineteenth century, industrialist Andrew Carnegie

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’s mines to mills. Famous economists such as Ronald Coase and entrepreneurs like Michael Dell, founder of Dell Technologies, espoused the benefits of vertical integration. Providing everything a customer needs in one package allows for quality control, deep relationships, and better pricing. There is another, major benefit for AI-First

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the products on site, every day. This constant stream of fresh data keeps models up-to-date, accurate, and in tune with the real world. Vertical integration can accelerate adoption of new technologies. AI is a relatively new technology with idiosyncratic barriers to adoption: serious consequences, such as missing a medical diagnosis

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analyst; and high resource requirements, such as engineers with the technical skills necessary to train an ML system. Going to a customer with a complete, vertically integrated AI-First solution that replaces software they use already makes for an easier sales process. Indeed, there are many AI-First companies that

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. Combining scale of data, processing capabilities, and network effects to build a DLE is the way forward, and building all three may involve vertical integration. What You Do Vertical integration entails taking on and solving the business problem for a customer rather than just the technical problem—delivering not just a product but a

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complete solution; doing the whole job to be done. Here are some examples of what a vertically integrated company might provide: answer emails from customers instead of offering up suggested responses to agents tasked with responding to emails (We’ll use this example

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as a stand-alone device; and got usage data to train the models and update the product over the Internet. Alexa is a completely vertically integrated product. VERTICAL INTEGRATION FOR AI-FIRST COMPANIES The choice is whether to serve up predictions through other companies or go to the next level by serving them up

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ticket logging on top of automated response generation models. That’s just the software. Going above technology and through to the real world is where vertical integration involves allocating capital to implementation, training, and other functions. This may include hiring people to handle exceptions by manually acting on predictions or directly dealing

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, making calls, or writing emails. Finally, let’s go back to the base of the pyramid. Financing AI-First companies presents a unique opportunity for vertical integration, guaranteeing that AI works by covering the cost when it breaks. Providing this guarantee means losing money when it breaks but also profiting when it

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Building the services, integrations, teams, and technology around a vertically integrated offering can be both hard and expensive. There is more to build and more problems to solve. However, there are three major benefits: more data

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a share of the customer’s returns from automation. From a customer’s perspective the percentage of ROI lines up with the returns from automation. Vertical integration is, again, an important consideration. Price according to ROI means delivering that ROI, and that often requires running the entire system. Using the example above

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value out of the predictions and pay $5 for something that costs $1.50 to deliver—a 70 percent gross margin. Ascending the pyramid of vertical integration is a profitable move for the AI-First vendor. PRICE DISCRIMINATION Figuring out what to charge customers is a perpetual challenge, and one that revolves

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on control of the delivery mechanism—a Web interface, for instance. This is one of the many ways in which pricing and product strategy interact: vertically integrated products allow for complete control of feature delivery and thus pricing according to features. AI-FIRST DISRUPTION According to the influential business theorist Clay Christensen

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data from a database and building an intelligent system for customers to use every day. AI-First aggregation is distinct from vertical integration: aggregation is about data and gets more distribution; vertical integration is about data, services, infrastructure, interfaces, etc., and increases profit. In addition, AI-First aggregation facilitates the development of new products

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already use—is an important consideration for AI-First companies needing data from other applications in order to train underlying models. Truly novel, revolutionary, and vertically integrated products can be incompatible with existing products because the value offered is so obvious and so complete that customers are willing to adopt them, despite

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a customer’s already using an existing product. The key is making an honest assessment of the relative novelty of a product, its degree of vertical integration with respect to other products in the market, and its dependencies. Products may be evolutionary to start, such as a plug-in to a system

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to build a high-margin software business. But it might make sense to someone who ultimately wants to capture all the value created by automation. Vertical integration allows for virtual control over adoption and capturing value through ROI-based pricing, but it can be very costly to implement. There are other, lucrative

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biggest profit opportunity. Getting customer lock-in by setting industry standards, supporting an ecosystem, or building a brand can emulate some of the benefits of vertical integration, but the reality is that sometimes just being first is all it takes to win, especially if it kicks off a self-reinforcing loop. Aggregating

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puts companies in a position to become the intelligent application that subordinates incumbents. AI-First companies are aggregating, subordinating, and disrupting incumbents every day. PLAYBOOK Vertical integration gets more data, revenue, and profit. Providing the whole package for a customer positions AI-First companies to obtain feedback data, price their products based

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and improve upon your decisions. Eventually your company will build machines that help at a greater scale and speed. You can outpace your competitors through vertical integration, disruption, positioning through standardization, aggregation, and subordination. Remember, it’s not too late; we’re just over halfway through the AI-First Century. You can

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in terms of their contribution to a given prediction, or predictive power VERSIONING: keeping a copy of every form of a model, program, or dataset VERTICAL INTEGRATION: the combination in one company of multiple stages of production (or points on a value chain) normally operated by separate firms VERTICAL PRODUCT: software product

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, 238 usage-based, 237–38, 281 on supply side, 224–25 talent loop and, 260–61 traditional forms of competitive advantage versus, 224–25 with vertical integration, see vertical integration aggregation theory, 243–44, 271 agreement rate, 216 AI (artificial intelligence), 1–3 coining of term, 5 definitions and analogies regarding, 15–16 investment

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missing sources of, 177 in proof of concept phase, 60 quality of, 177–78 scale effects with, 22 sensitive, 57 starting small with, 56–58 vertical integration and, 231–32 data acquisition, 69–126, 134 buying data, 119–22 consumer data, 109–14 apps, 111–13 customer-contributed data versus, 109 sensor

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, prices charged by, 73 independent software, 161, 248, 276 lock-in and, 247–48 venture capital, 230 veracity of data, 75 versioning, 169–70, 281 vertical integration, 226–37, 239, 244, 252, 281 vertical products, 210–12, 282 VMWare, 248 waterfall charts, 282 Web crawlers, 115–16, 282 weights, 150, 281 workflow

The Zero Marginal Cost Society: The Internet of Things, the Collaborative Commons, and the Eclipse of Capitalism

by Jeremy Rifkin  · 31 Mar 2014  · 565pp  · 151,129 words

Commons Part I The Untold History of Capitalism 2: The European Enclosures and the Birth of the Market Economy 3: The Courtship of Capitalism and Vertical Integration 4: Human Nature through a Capitalist Lens Part II The Near Zero Marginal Cost Society 5: Extreme Productivity, the Internet of Things, and Free

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in certain places and require centralized management to move them from underground to the final end users. The centralized energies, in turn, require centralized, vertically integrated forms of communication in order to manage the momentous speed-up in commercial transactions made possible by the new sources of power. The enormous capital

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communication/energy matrices meant that the new industrial and commercial enterprises embedded in and dependent on these technology platforms had to create their own giant, vertically integrated operations across the value chain. This was the only way to ensure sufficient economies of scale to guarantee a return on the investment. The

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high up-front cost of establishing vertically integrated enterprises in the First and Second Industrial Revolutions required large amounts of investment capital. Still, the investment of huge amounts of capital paid off.

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, significantly reducing their marginal costs and the price of their goods and services sold in the market. But the irony is that the same vertical integration allowed a few market leaders to emerge in each industry and monopolize their respective fields, often preventing startup companies from introducing even newer technologies to

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Third Industrial Revolution, with its open architecture and distributed features, allows social enterprises on the Collaborative Commons to break the monopoly hold of giant, vertically integrated companies operating in capitalist markets by enabling peer production in laterally scaled continental and global networks at near zero marginal cost. To begin with, the

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power to control and manage their businesses. The high capital cost of establishing a rail infrastructure made necessary a business model that could organize around vertical integration, bringing upstream suppliers and downstream customers together under one roof. The major railroads bought mining properties to secure a guaranteed supply of coal for

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of steel to make its rails. The Canadian Pacific Railroad built and managed hotels near its rail stations to accommodate its passengers.16 Managing large, vertically integrated enterprises, in turn, was most efficiently carried out by centralized, top-down command and control mechanisms. The railroad companies were the first to understand

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statistical flows to control and evaluate the work of many managers.17 Weber and other thinkers took it for granted that a mature capitalism required vertically integrated companies to create economies of scale and highly rationalized corporate bureaucracies—with centralized management and top-down command and control mechanisms—to organize commercial

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simply incapable of accommodating the new commercial practices. The solution was to bring production and distribution all together, in house, under centralized management. The vertically integrated business enterprise took off in the last quarter of the nineteenth century and became the dominant business model during the whole of the twentieth century

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men across the value chain, these new mega-enterprises were able to significantly reduce their transaction costs while dramatically increasing productivity. In a nutshell, vertically integrated companies introduced vast new efficiencies whose economies of scale lowered their marginal costs, enabling them to sell ever larger volumes of cheap mass-produced goods

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Tobacco, Pillsbury, H. J. Heinz, Procter & Gamble, Eastman Kodak, and I. M. Singer and Company were among the hundreds of companies to adopt the vertically integrated business model to achieve efficient economies of scale. Virtually all the entrepreneurs who prospered during the takeoff stage of the First Industrial Revolution in the

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derived from it to end users can only be obtained by organizing the entire process—discovery, drilling, transporting, refining, and marketing—under the aegis of vertically integrated companies operated by highly centralized management. Discovering and bringing online new oil fields today is time consuming and costly, and, more often than not,

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opening decade of the twentieth century, Standard Oil became the first company to set up gasoline stations across the United States, creating a complex, vertically integrated business operation that combined production and distribution from the wellhead to the end user. By 1910 Rockefeller controlled most of the oil business in the

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ambition was to create a national long-distance network that could connect every telephone into a single system. He reasoned that telecommunications required the ultimate vertically integrated company to be effective—that is, a single system, centrally controlled and under one roof. In 1885, Bell created the American Telephone and Telegraph

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everywhere at every moment, coordinating the more voluminous economic activity made possible in the auto era. With the telephone, businesses could supervise new and larger vertically integrated operations with even tighter centralized control in “real time.” The efficiency and productivity gains brought on by the new communications medium were spectacular. The

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and distribution industry. Virtually all the other industries that depend on the fossil fuel/telecommunications matrix require, by necessity, huge capital expenditures to establish sufficient vertical integration and accompanying economies of scale to recoup their investments and are therefore forced to manage their own far-flung activities using highly rationalizing command-and

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, it flowed inexorably from the communication/energy matrices that were the foundation of the First and Second Industrial Revolutions. Like it or not, giant, vertically integrated corporate enterprises were the most efficient means of organizing the production and distribution of mass produced goods and services. Bringing together supply chains, production processes

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, and distribution channels in vertically integrated companies under centralized management dramatically reduced transaction costs, increased efficiencies and productivity, lowered the marginal cost of production and distribution, and, for the most part

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to only mild regulatory reforms that did little to curb the concentration of power. To some extent, the criticism was muted because these large, vertically integrated corporate enterprises succeeded in bringing ever-cheaper products and services to the market, spawned millions of jobs, and improved the standard of living of working

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society’s natural evolutionary development and believed that competition should be allowed to play out without government interference—assuring that only the most complex and vertically integrated companies would survive and flourish. Spencer’s views helped legitimize the business interests of the day. By finding a rationale in nature for companies’

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pursuing ever larger, vertically integrated enterprises, controlled by even more rationalized, centralized management, Spencer and the free-market economists who followed him successfully tempered any serious public opposition to the

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centralized. Even more important, the new economy will optimize the general welfare by way of laterally integrated networks on the Collaborative Commons, rather than vertically integrated businesses in the capitalist market. The effect of all this is that the corporate monopolies of the twentieth century are now coming up against a

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dramatically increases efficiencies and productivity while reducing marginal costs to near zero, enabling the production and distribution of nearly free goods and services. Although the vertically integrated monopolies that ruled over the Second Industrial Revolution of the twentieth century are struggling to hold off the assault, their efforts are proving futile.

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brought on by electrical power tools on the factory floor without an electricity grid. Nor could businesses reap the efficiencies and productivity gains of large, vertically integrated operations without the telegraph and, later, the telephone providing them with instant communication, both upstream to suppliers and downstream to distributors, as well as

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the electricity grid, telecommunications networks, and cars and trucks running on a national road system were all powered by fossil fuel energy, which required a vertically integrated energy infrastructure to move the resource from the wellhead to the refineries and gasoline stations. This is what President Barack Obama was trying to get

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deliver goods in the coming era. Recall that the communication/energy matrices of the First and Second Industrial Revolutions were extremely capital intensive and required vertical integration to achieve economies of scale and centralized management to ensure profit margins and secure sufficient returns on investment. Manufacturing facilities have even supersized over

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a fraction of the cost. Seventh, plugging into an IoT infrastructure at the local level gives the small infofacturers one final, critical advantage over the vertically integrated, centralized enterprises of the nineteenth and twentieth centuries: they can power their vehicles with renewable energy whose marginal cost is nearly free, significantly reducing

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pursuit and a powerful expression of peer-to-peer lateral power at work. The democratization of production fundamentally disrupts the centralized manufacturing practices of the vertically integrated Second Industrial Revolution. The radical implications of installing Fab Labs all over the world so that everyone can be a prosumer has not gone

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resulting in additional logistical costs. And even though Ford was able to use the new efficiencies made possible by the Second Industrial Revolution to create vertically integrated operations and achieve sufficient economies of scale to provide a relatively cheap vehicle that put millions of people behind the wheel, the marginal cost

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of industrialized production, Gandhi demurred, suggesting that “there is a tremendous fallacy behind Henry Ford’s reasoning.” Gandhi believed that mass production, with its vertically integrated enterprises and inherent tendencies to centralize economic power and monopolize markets, would have dire consequences for humanity.46 He warned that such a situation would

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defend his philosophy of local economic power in an industrial era whose communication/energy matrix favored centralized, top-down management of commercial practices and the vertical integration of economic activity. That left him in the untenable position of championing traditional crafts in local subsistence communities that had kept the masses of

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As described in chapter 3, the communication/energy matrices of the First and Second Industrial Revolutions required huge influxes of financial capital and relied on vertically integrated enterprises and centralized command and control mechanisms to achieve economies of scale, all of which put the economy in the lap of capitalism, aided by

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every other commercial enterprise that relies on these fuels for its materials, power generation, and logistics will be forced by necessity to continue using a vertically integrated business model and centralized management to achieve its own economies of scale and stay alive. Can the advocates of a networked infrastructure Commons imagine how

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centralized communication and energy matrices tipped the game in favor of private companies that could amass sufficient sums in the stock and bond markets. The vertical integration and scaling of manufacturing and services ensured that private enterprises, operating in capitalist markets, would dominate the previous two industrial eras. Cooperatives were a

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Others use a combination of public transport, private cars, bicycling, and walking. Most shipments of commercial goods across roads are done by private carriers. Large vertically integrated Second Industrial Revolution companies rely on their own internal car and truck fleets or outsource to other private carriers to store and move materials, components

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Second Industrial Revolutions relied on a communication/energy matrix and logistics grid that required huge sums of capital, and therefore had to be organized in vertically integrated enterprises under centralized command and control to achieve economies of scale. The capitalist system and the market mechanism proved to be the best institutional

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buyers disappeared, replaced by providers and users. Ownership of CDs gave way to access to music libraries online. Markets succumbed to networked Commons. A vertically integrated industry controlled by a handful of giant recording companies buckled under the collective weight of millions of buyers turned peer-to-peer collaborators. Could the

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sharing of risk between consumers and farmers creates a bond of mutual trust and fosters social capital. Moreover, eliminating all the middlemen in the conventional, vertically integrated agribusiness operations dramatically reduces the costs of the produce for the end user. Many CSA operations use ecological agricultural practices and organic farming techniques, eliminating

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efficient mechanism at the time to organize an economy whose energy and communication matrices, and accompanying industries, required large concentrations of financial capital to support vertically integrated enterprises and accompanying economies of scale. So, while I celebrate, with qualifications, the entrepreneurial spirit that drove my father and so many others, I

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261 Calvin, John, 59 capitalism the birth of, 39–41 and a coal-powered steam infrastructure, 41–47 coming of, 61–62 and courtship with vertical integration, 39–55 Darwin unhappy with his ideas being used to support, 63–64 differences between free markets and, 39 the eclipse of, 2–9 father

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theory of, 62–63 Utopia (More), 31 Vail, Theodore Newton, 49–50 vehicle(s). see automobile(s) Verizon, 51, 54, 148, 198 Vernadsky, Vladimir, 183 vertical integration/vertically integrated companies and centralized management of production and distribution, 46–47 and removal of costly middle men, 23, 46, 232 see also Collaborative Commons Vietor, Richard

The Meat Racket: The Secret Takeover of America's Food Business

by Christopher Leonard  · 18 Feb 2014  · 444pp  · 128,701 words

that emerged. By doing so, it wrote the blueprint for modern meat production. At the core of Tyson’s strategy is an economic principle called vertical integration. In a nutshell, this refers to the way companies buy up the outside firms that supply them (picture what would happen if Apple Inc.

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bought the company that sold it microchips). When a company becomes vertically integrated, it takes under its control and ownership all the independent businesses that once supported it. In Tyson’s case, the company has swallowed up

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poultry business. Then the company expanded into raising hogs. Within two short decades America’s independent hog industry was wiped out and replaced with a vertically integrated, corporate-controlled model. Ninety percent of all hog farms disappeared. The amount of money spent at grocery stores went up, but the amount of

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money farmers received went down. Companies like Tyson keep much of the difference. The cattle industry is the last holdout against vertical integration, but even the cowboys are starting to buckle under the pressure to surrender their independence. Tyson and three other companies so dominate the beef industry

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farming are slowing down, but Tyson’s control over the marketplace has not loosened. Once the broad-based meat industry was traded away for a vertically integrated one, the deal could not be easily undone. The economies of scale now make it almost impossible for new competitors to enter the field

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vital statistics from farms stretching through Georgia to Delaware to Arkansas. Tyson’s headquarters is the real seat of power in the new, vertically integrated meat industry. To understand how vertical integration works, and how it controls the livelihoods of people like Jerry and Kanita Yandell, it is helpful to tour the wide expanse

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doesn’t matter anyway. The power arrangement is set by Tyson, and the farmer learns the rules quickly enough, whatever the documents might say. Vertical integration gives companies like Tyson the kind of power that feudal lords once held. The company can cancel a farmer’s contract and put him out

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accounting in the poultry industry. As Jackson researched the industry, he found only one slim pamphlet that discussed how to account for operations at a vertically integrated chicken company. The business was simply too new to have well-defined practices. Like everyone else at Tyson, Jackson found himself making up new rules

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biggest national grocery chains and restaurants, like Wal-Mart and McDonald’s. The remainder of the market was controlled by smaller versions of Tyson, vertically integrated companies that were still enormous by historical standards. By 1992, 88 percent of all chicken in the United States was produced in the kind of

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this tournament and helped drive local farmers, and then one another, out of business. The rules of this tournament illustrate the logical conclusion of vertical integration, and what it means for farmers and rural communities when one company gains control over the levers of meat production. And at the heart of

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jumped into the business, offering loans of hundreds of thousands of dollars to finance new hog buildings. Tyson’s Foods invested millions to build a vertically integrated hog complex outside Holdenville, complete with a feed mill, trucking line, and veterinary services. Perhaps the most important part of the complex was a

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on the factory line that translated into wasted money and slimmer profit margins. There had been scattered experiments around the country to vertically integrate cow production, just as Tyson had vertically integrated chicken and hog farming. But these efforts were all stopped short by two of the cow’s internal organs: the rumen and

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the chicken industry and trying to buy its way into markets it couldn’t control and that didn’t fit with its primary strategy of vertical integration. Buying IBP would overshadow the chicken operations of Tyson Foods and saddle the company with cattle and pork businesses that Tyson executives poorly understood.

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hogs sold through negotiated transaction. That was the lowest level in U.S. history. The remaining 98 percent of hogs were grown under contract for vertically integrated companies like Smithfield, or sold through the kind of long-term forward contracts favored by Tyson. Wirtz was being boxed in. He looked at

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’s hard to get a better price when the buyers refuse to bid against one another. What has evolved is a kind of de facto vertical integration, with whole networks of feedlots tied to meatpackers under contract. The cattle market is technically an open one, but no one behaves that way,

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resistance to the rise of the meat oligarchy. There have been a few notable fights in which regulators have tried to slow the tide of vertical integration. These efforts show why it is so hard to stem the power of industrial meat producers. But they also show how even a single

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’s strongest farm state, the land of cheap corn and soybeans. In the mid-1990s, Iowa Attorney General Tom Miller launched a fight against vertically integrated meat production that ended up encompassing more than a dozen states and went all the way to Washington, D.C., and the halls of Congress

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. But the legal and intellectual resistance to vertical integration didn’t start with Tom Miller. Decades before Miller ever filed a legal challenge in Iowa, a small group of intellectuals started to sound warnings

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. * * * Heffernan’s research was based in the rural area of Union Parish in Louisiana, where a booming poultry industry was expanding in the 1960s. Vertically integrated poultry production was still a radical concept back then, and Heffernan wanted to study it. So he undertook an effort that no one else seems

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by Wall Street capital? Would Americans have any say over how their food was produced? Breimyer ended his book with a warning. He said vertical integration alone wasn’t a problem, but it would become toxic if companies like Tyson were allowed to buy their competitors and gain broad market power

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A 1975 law banned meatpackers in Iowa from owning their own animals. The old state statute broke the most critical link in a chain of vertical integration: If companies couldn’t own both slaughterhouses and farms, they couldn’t gain complete control over the marketplace. Because of Iowa’s corporate farming

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. By 1999, Murphy Farms was raising about 900,000 pigs under contract in Iowa. But with the packer ban in place, the full circle of vertical integration was kept from closing. And the worst practices were kept at bay. * * * In September 1999, Moline was driving home when he heard the news

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sector had been swallowed under Smithfield’s control. Moline couldn’t believe what he’d heard. Smithfield had just blatantly violated Iowa’s ban on vertical integration. The company knew full well the ban was in place and would prohibit it from buying Murphy Farms, yet it had gone ahead with

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replied. — We’ll have to see about that, Moline said, before hanging up. Iowa was about to wage the nation’s biggest legal fight against vertically integrated meat production. That fight would eventually spill over and affect other companies, from Tyson to Cargill and Hormel. * * * The matter seemed clear-cut to

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Murphy Farms. The company was essentially saying that the state government had no role in writing the rules of the livestock industry. The ban on vertical integration was meaningless. If Smithfield had the money to close the deal, that’s apparently all that mattered. Moline and Tabor worked the phones and

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’s biggest farming state sent a warning to all the major hog producers: Iowa’s hog farmers weren’t going to be sucked into a vertically integrated system. Not without a fight. * * * Joe Luter, the Smithfield Foods CEO, walked down the narrow path between office cubicles in Tom Miller’s office

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school him in the realities of modern agriculture. — You have to understand what’s going on in this industry, Luter said. Luter explained how vertically integrated chicken production had changed everything. The rise of cheap chicken put pressure on every other kind of meat, driving pork and beef off fast-food

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, it would shrink to obsolescence. The only way to compete with chicken was to imitate it. The evolution was unstoppable, and Iowa’s ban on vertical integration was irrelevant. The transformation was going to happen regardless. The litigation, in other words, was pointless. — We don’t want the chickenization of the

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the case against Smithfield. * * * The lawsuit against Smithfield turned out to be far more complicated than just trying to enforce the packer ban. By prohibiting vertical integration, the attorney general’s office was essentially suing Smithfield over the company’s business model. So Smithfield just cleverly changed its business model, without really

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’s home state of Arkansas did not join, but several important farm states supported the bill, from Nebraska to Missouri, Oklahoma, and Wisconsin. By pushing vertical integration into Iowa, Smithfield had invited a fight that threatened to change the economic order of the meat industry throughout much of the Midwest. * * * Eric

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angles: through litigation and the creation of new laws. The lawsuit against Smithfield, filed just a few months earlier, threatened to upend the creeping vertical integration of the hog industry. At the same time, Miller was pressing for the passage of the Producer Protection Act in sixteen states, which would limit

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’t understand, Baker replied. Page explained to Baker that tough rules in Iowa would hinder the industry. In Page’s view, contract farming and vertical integration were essential pillars of the modern food business. The food system just wouldn’t work without them. Page knew that Cargill had a team of

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that companies would cancel their contracts in retaliation. The bill wasn’t radical in the sense that it didn’t ban contracts, didn’t outlaw vertical integration, and didn’t establish as many rights for farmers as Tom Miller proposed with his state-level proposal. But it was still too much

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trade barriers. It says that only Congress can pass laws that affect interstate commerce. Smithfield argued that Iowa’s packer ban was hindering interstate commerce. Vertical integration was embedded in the agricultural economies of the southern states. Banning it on a state-by-state basis violated the idea of an integrated, national

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Unfortunately for Moline and Tabor, they were scheduled to go before the very same federal court to try to argue that Iowa’s ban on vertical integration was legal. It was a losing fight after the South Dakota ruling. Moline didn’t see the point in fighting. Smithfield would win and

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of legislation that had been killed in sixteen states and Washington: the Producer Protection Act. Miller agreed not to enforce the state’s ban on vertical integration, but only for ten years. In return, Smithfield was required to voluntarily comply with a boiled-down version of the Producer Protection Act. With

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to Tyson Foods. Her husband, President Bill Clinton, was seen as Tyson’s greatest political patron, who’d helped usher in the age of vertically integrated meat production—and had profited handsomely along the way from Tyson’s campaign donations. Hillary Clinton’s tenure on Wal-Mart’s board of directors

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ways the person to institute sweeping changes. As Iowa’s governor, Vilsack consistently stood behind Attorney General Tom Miller as Miller fought the rise of vertically integrated pork production. Vilsack knew about the rampant problems in the poultry industry and the concentration of power among big seed companies like Monsanto. Perhaps more

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Donnie Smith’s star was rising. * * * If ever there was a time when an alternative model of meat production might arise to challenge Tyson’s vertically integrated system, it was during the winter of 2009. The opportunity was born after Pilgrim’s Pride declared bankruptcy in December 2008. But what unfolded after

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. It was Tom Miller, the slender white-haired attorney general of Iowa, who had spent more than a decade trying to roll back the vertical integration of the pork industry. Through his one-of-a-kind settlement with Smithfield Foods, Miller had laid out a template for regulating meat companies across

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drastic measures. They discussed imposing an outright “packer ban” that would bar meatpackers from owning their own livestock, a measure long supported by opponents of vertical integration. If applied to the cattle industry, the ban would undoubtedly mean more cattle were bought and sold on the open market. If applied to the

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The USDA couldn’t determine the gap for chicken because there wasn’t a good way to determine the price on the farm. In a vertically integrated system the company always owned the birds, and it kept the prices confidential. David Murphy arrived at the hearing with some heavy boxes. Murphy

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clear how well the company did by the communities that made it rich. Remarkably little research has been done to measure the economic impact of vertically integrated meat production on the nation’s economy. Instead, the massive firepower of public research dollars has been aimed at a different question: how to

…

fact that everything about Tyson Foods seems hidden: Notes from reporting, Springdale, Arkansas. At the core of Tyson’s strategy is an economic principle called vertical integration: James Blair, Joe Fred Starr, Don Tyson, Buddy Wray, interviews by author, 2010 and 2011; background interviews by author. Tyson first pioneered this model

…

a full-grown chicken fell: Facts on chickens getting bigger derived from USDA report on transformation of livestock industry, and chicken breeding reports; Tomislav Vukina, “Vertical Integration and Contracting in the U.S. Poultry Sector. Journal of Food Distribution Research (July 2011), 33. After realizing the huge boost of savings that came

…

adopted in, 149, 173–74, 209, 212n, 223, 225 Tyson’s dominance in, 180, 208–9, 281n USDA grades in, 213, 215–16, 222 vertical integration in, 5, 172, 209, 285 volatile market cycles in, 209, 213 Zilmax used in, 225, 226 see also cattle ranching; feedlots, cattle; meat industry Beef

…

240, 241, 262, 287, 311 USDA/DOJ workshops on growing power of corporations in, 279–82, 287, 288, 289, 294–95, 298, 302–3 vertical integration in, see vertical integration see also specific meat industries meatpackers, 211, 212, 223, 225, 240, 247, 251, 285, 288, 295, 303 control over animal producers by, 5, 7

…

competitor to, 167–68 tight control over animal producers in, 5, 156, 157, 159, 184, 192–93, 204, 266 tournament system of pay in, 192 vertical integration in, 156, 157, 191, 202 Tyson’s Pride, 307 unemployment rates, 156, 195, 267, 276, 297, 311 Union Parish, La., 230, 231–33 unions,

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-spectrum dominance. But programs for total capture are also vulnerable to their own comprehensiveness. Their interconnectedness can make them brittle.68 The Stack works by vertical integration, across scales and across technological genres. This allows it to function as a core platform for multiple economies at once and to provide universal valuation

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by Stephen Graham  · 8 Nov 2016  · 519pp  · 136,708 words

?’55 Such a question goes to the heart of the politics of vertical urbanism, which, as Dutch architect Darrel Ronald suggests, ‘must represent a dynamic vertically integrated urban space of transportation, public space, landscape, infrastructure and interchanges.’56 Japanese architect Hiroshi Hara offers an intervention here. He argues that ‘rather than concentrating

…

at various scales – ‘local’, ‘urban’, ‘regional’, ‘national’ and ‘international’ – as imagined across a flat geographic surface. See, for example, Mark Casson, Multinationals and World Trade: Vertical Integration and the Division of Labour in World Industries, London: Routledge, 2012; Cindy Fan, ‘The Vertical and Horizontal Expansions of China’s City System’, Urban Geography

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Reinventing Capitalism in the Age of Big Data

by Viktor Mayer-Schönberger and Thomas Ramge  · 27 Feb 2018  · 267pp  · 72,552 words

Space 2.0

by Rod Pyle  · 2 Jan 2019  · 352pp  · 87,930 words

The Golden Passport: Harvard Business School, the Limits of Capitalism, and the Moral Failure of the MBA Elite

by Duff McDonald  · 24 Apr 2017  · 827pp  · 239,762 words

Titan: The Life of John D. Rockefeller, Sr.

by Ron Chernow  · 1 Jan 1997  · 1,106pp  · 335,322 words

Rebooting India: Realizing a Billion Aspirations

by Nandan Nilekani  · 4 Feb 2016  · 332pp  · 100,601 words

Social Capital and Civil Society

by Francis Fukuyama  · 1 Mar 2000

Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time

by Howard Schultz and Dori Jones Yang

Rentier Capitalism: Who Owns the Economy, and Who Pays for It?

by Brett Christophers  · 17 Nov 2020  · 614pp  · 168,545 words

Andrew Carnegie

by David Nasaw  · 15 Nov 2007  · 1,230pp  · 357,848 words

Money Free and Unfree

by George A. Selgin  · 14 Jun 2017  · 454pp  · 134,482 words

24/7: Late Capitalism and the Ends of Sleep

by Jonathan Crary  · 3 Jun 2013  · 102pp  · 33,345 words

Corporate Warriors: The Rise of the Privatized Military Industry

by Peter Warren Singer  · 1 Jan 2003  · 482pp  · 161,169 words

Red Flags: Why Xi's China Is in Jeopardy

by George Magnus  · 10 Sep 2018  · 371pp  · 98,534 words

The Deal of the Century: The Breakup of AT&T

by Steve Coll  · 12 Jun 2017  · 450pp  · 134,152 words

One Less Car: Bicycling and the Politics of Automobility

by Zack Furness and Zachary Mooradian Furness  · 28 Mar 2010  · 532pp  · 155,470 words

Think Twice: Harnessing the Power of Counterintuition

by Michael J. Mauboussin  · 6 Nov 2012  · 256pp  · 60,620 words

Fire and Steam: A New History of the Railways in Britain

by Christian Wolmar  · 1 Mar 2009  · 493pp  · 145,326 words

The Cult of We: WeWork, Adam Neumann, and the Great Startup Delusion

by Eliot Brown and Maureen Farrell  · 19 Jul 2021  · 460pp  · 130,820 words

Big Data and the Welfare State: How the Information Revolution Threatens Social Solidarity

by Torben Iversen and Philipp Rehm  · 18 May 2022

The Greatest Capitalist Who Ever Lived: Tom Watson Jr. And the Epic Story of How IBM Created the Digital Age

by Ralph Watson McElvenny and Marc Wortman  · 14 Oct 2023  · 567pp  · 171,072 words

Enshittification: Why Everything Suddenly Got Worse and What to Do About It

by Cory Doctorow  · 6 Oct 2025  · 313pp  · 94,415 words

Amazon: How the World’s Most Relentless Retailer Will Continue to Revolutionize Commerce

by Natalie Berg and Miya Knights  · 28 Jan 2019  · 404pp  · 95,163 words

The End of Medicine: How Silicon Valley (And Naked Mice) Will Reboot Your Doctor

by Andy Kessler  · 12 Oct 2009  · 361pp  · 86,921 words

The Oil and the Glory: The Pursuit of Empire and Fortune on the Caspian Sea

by Steve Levine  · 23 Oct 2007  · 568pp  · 162,366 words

Technological Revolutions and Financial Capital: The Dynamics of Bubbles and Golden Ages

by Carlota Pérez  · 1 Jan 2002

The People's Platform: Taking Back Power and Culture in the Digital Age

by Astra Taylor  · 4 Mar 2014  · 283pp  · 85,824 words

The Cigarette: A Political History

by Sarah Milov  · 1 Oct 2019

Postcapitalism: A Guide to Our Future

by Paul Mason  · 29 Jul 2015  · 378pp  · 110,518 words

Private Island: Why Britain Now Belongs to Someone Else

by James Meek  · 18 Aug 2014  · 232pp  · 77,956 words

Piracy : The Intellectual Property Wars from Gutenberg to Gates

by Adrian Johns  · 5 Jan 2010  · 636pp  · 202,284 words

Consumed: How Markets Corrupt Children, Infantilize Adults, and Swallow Citizens Whole

by Benjamin R. Barber  · 1 Jan 2007  · 498pp  · 145,708 words

Drink: A Cultural History of Alcohol

by Iain Gately  · 30 Jun 2008  · 686pp  · 201,972 words

Human Compatible: Artificial Intelligence and the Problem of Control

by Stuart Russell  · 7 Oct 2019  · 416pp  · 112,268 words

Does Capitalism Have a Future?

by Immanuel Wallerstein, Randall Collins, Michael Mann, Georgi Derluguian, Craig Calhoun, Stephen Hoye and Audible Studios  · 15 Nov 2013  · 238pp  · 73,121 words

The Bill Gates Problem: Reckoning With the Myth of the Good Billionaire

by Tim Schwab  · 13 Nov 2023  · 618pp  · 179,407 words

The World for Sale: Money, Power and the Traders Who Barter the Earth’s Resources

by Javier Blas and Jack Farchy  · 25 Feb 2021  · 565pp  · 134,138 words

This Changes Everything: Capitalism vs. The Climate

by Naomi Klein  · 15 Sep 2014  · 829pp  · 229,566 words

Two Nations, Indivisible: A History of Inequality in America: A History of Inequality in America

by Jamie Bronstein  · 29 Oct 2016  · 332pp  · 89,668 words

Seeing Like a State: How Certain Schemes to Improve the Human Condition Have Failed

by James C. Scott  · 8 Feb 1999  · 607pp  · 185,487 words

The Metric Society: On the Quantification of the Social

by Steffen Mau  · 12 Jun 2017  · 254pp  · 69,276 words

Factory Girls: From Village to City in a Changing China

by Leslie T. Chang  · 6 Oct 2008  · 419pp  · 125,977 words

House of Cards: A Tale of Hubris and Wretched Excess on Wall Street

by William D. Cohan  · 15 Nov 2009  · 620pp  · 214,639 words

Ugly Americans: The True Story of the Ivy League Cowboys Who Raided the Asian Markets for Millions

by Ben Mezrich  · 3 May 2004

World Without Mind: The Existential Threat of Big Tech

by Franklin Foer  · 31 Aug 2017  · 281pp  · 71,242 words

Peers Inc: How People and Platforms Are Inventing the Collaborative Economy and Reinventing Capitalism

by Robin Chase  · 14 May 2015  · 330pp  · 91,805 words

Celebration of Fools: An Inside Look at the Rise and Fall of JCPenney

by Bill Hare  · 30 May 2004  · 352pp  · 96,692 words

The Profiteers

by Sally Denton  · 556pp  · 141,069 words

Stocks for the Long Run, 4th Edition: The Definitive Guide to Financial Market Returns & Long Term Investment Strategies

by Jeremy J. Siegel  · 18 Dec 2007

Startup Communities: Building an Entrepreneurial Ecosystem in Your City

by Brad Feld  · 8 Oct 2012  · 169pp  · 56,250 words

Ludicrous: The Unvarnished Story of Tesla Motors

by Edward Niedermeyer  · 14 Sep 2019  · 328pp  · 90,677 words

Seven Crashes: The Economic Crises That Shaped Globalization

by Harold James  · 15 Jan 2023  · 469pp  · 137,880 words

The Outsiders: Eight Unconventional CEOs and Their Radically Rational Blueprint for Success

by William Thorndike  · 14 Sep 2012  · 330pp  · 59,335 words

Why Aren't They Shouting?: A Banker’s Tale of Change, Computers and Perpetual Crisis

by Kevin Rodgers  · 13 Jul 2016  · 318pp  · 99,524 words

The Way We Eat: Why Our Food Choices Matter

by Peter Singer and Jim Mason  · 1 May 2006  · 400pp  · 129,320 words

Power Play: Tesla, Elon Musk, and the Bet of the Century

by Tim Higgins  · 2 Aug 2021  · 430pp  · 135,418 words

The Billionaire Raj: A Journey Through India's New Gilded Age

by James Crabtree  · 2 Jul 2018  · 442pp  · 130,526 words

The Color of Money: Black Banks and the Racial Wealth Gap

by Mehrsa Baradaran  · 14 Sep 2017  · 520pp  · 153,517 words

The Wizard of Menlo Park: How Thomas Alva Edison Invented the Modern World

by Randall E. Stross  · 13 Mar 2007  · 440pp  · 132,685 words

Once Upon a Time in Russia: The Rise of the Oligarchs―A True Story of Ambition, Wealth, Betrayal, and Murder

by Ben Mezrich  · 13 Jun 2016  · 243pp  · 68,818 words

The Making of Global Capitalism

by Leo Panitch and Sam Gindin  · 8 Oct 2012  · 823pp  · 206,070 words

Final Jeopardy: Man vs. Machine and the Quest to Know Everything

by Stephen Baker  · 17 Feb 2011  · 238pp  · 77,730 words

Democratizing innovation

by Eric von Hippel  · 1 Apr 2005  · 220pp  · 73,451 words

Live Work Work Work Die: A Journey Into the Savage Heart of Silicon Valley

by Corey Pein  · 23 Apr 2018  · 282pp  · 81,873 words

Treasure Islands: Uncovering the Damage of Offshore Banking and Tax Havens

by Nicholas Shaxson  · 11 Apr 2011  · 429pp  · 120,332 words

The Wealth of Networks: How Social Production Transforms Markets and Freedom

by Yochai Benkler  · 14 May 2006  · 678pp  · 216,204 words

The WikiLeaks Files: The World According to US Empire

by Wikileaks  · 24 Aug 2015  · 708pp  · 176,708 words

Competition Overdose: How Free Market Mythology Transformed Us From Citizen Kings to Market Servants

by Maurice E. Stucke and Ariel Ezrachi  · 14 May 2020  · 511pp  · 132,682 words

The Flat White Economy

by Douglas McWilliams  · 15 Feb 2015  · 193pp  · 47,808 words

The Butcher's Guide to Well-Raised Meat: How to Buy, Cut, and Cook Great Beef, Lamb, Pork, Poultry, and More

by Joshua Applestone, Jessica Applestone and Alexandra Zissu  · 6 Jun 2011  · 363pp  · 11,523 words

Golden Holocaust: Origins of the Cigarette Catastrophe and the Case for Abolition

by Robert N. Proctor  · 28 Feb 2012  · 1,199pp  · 332,563 words

Once Upon a Time in Russia: The Rise of the Oligarchs and the Greatest Wealth in History

by Ben Mezrich  · 26 May 2015  · 222pp  · 68,089 words

The Secret World of Oil

by Ken Silverstein  · 30 Apr 2014  · 233pp  · 73,772 words

Smartcuts: How Hackers, Innovators, and Icons Accelerate Success

by Shane Snow  · 8 Sep 2014  · 278pp  · 70,416 words

Cybersecurity: What Everyone Needs to Know

by P. W. Singer and Allan Friedman  · 3 Jan 2014  · 587pp  · 117,894 words

The Bank That Lived a Little: Barclays in the Age of the Very Free Market

by Philip Augar  · 4 Jul 2018  · 457pp  · 143,967 words

Quality Investing: Owning the Best Companies for the Long Term

by Torkell T. Eide, Lawrence A. Cunningham and Patrick Hargreaves  · 5 Jan 2016  · 178pp  · 52,637 words

Slouching Towards Utopia: An Economic History of the Twentieth Century

by J. Bradford Delong  · 6 Apr 2020  · 593pp  · 183,240 words

The Wires of War: Technology and the Global Struggle for Power

by Jacob Helberg  · 11 Oct 2021  · 521pp  · 118,183 words

Narconomics: How to Run a Drug Cartel

by Tom Wainwright  · 23 Feb 2016  · 325pp  · 90,659 words

Life Inc.: How the World Became a Corporation and How to Take It Back

by Douglas Rushkoff  · 1 Jun 2009  · 422pp  · 131,666 words

The Autonomous Revolution: Reclaiming the Future We’ve Sold to Machines

by William Davidow and Michael Malone  · 18 Feb 2020  · 304pp  · 80,143 words

California Burning: The Fall of Pacific Gas and Electric--And What It Means for America's Power Grid

by Katherine Blunt  · 29 Aug 2022  · 470pp  · 107,074 words

Collision Course: Carlos Ghosn and the Culture Wars That Upended an Auto Empire

by Hans Gremeil and William Sposato  · 15 Dec 2021  · 404pp  · 126,447 words

What If We Get It Right?: Visions of Climate Futures

by Ayana Elizabeth Johnson  · 17 Sep 2024  · 588pp  · 160,825 words

The Vegetarian Myth: Food, Justice, and Sustainability

by Lierre Keith  · 30 Apr 2009  · 321pp  · 85,893 words

Television Is the New Television: The Unexpected Triumph of Old Media in the Digital Age

by Michael Wolff  · 22 Jun 2015  · 172pp  · 46,104 words

The Enigma of Capital: And the Crises of Capitalism

by David Harvey  · 1 Jan 2010  · 369pp  · 94,588 words

Borrow: The American Way of Debt

by Louis Hyman  · 24 Jan 2012  · 251pp  · 76,128 words

Rethinking Capitalism: Economics and Policy for Sustainable and Inclusive Growth

by Michael Jacobs and Mariana Mazzucato  · 31 Jul 2016  · 370pp  · 102,823 words

Other People's Money: Masters of the Universe or Servants of the People?

by John Kay  · 2 Sep 2015  · 478pp  · 126,416 words

Common Stocks and Uncommon Profits and Other Writings

by Philip A. Fisher  · 13 Apr 2015

Chasing the Scream: The First and Last Days of the War on Drugs

by Johann Hari  · 20 Jan 2015  · 513pp  · 141,963 words

Mr Five Per Cent: The Many Lives of Calouste Gulbenkian, the World's Richest Man

by Jonathan Conlin  · 3 Jan 2019  · 604pp  · 165,488 words

Cobalt Red: How the Blood of the Congo Powers Our Lives

by Siddharth Kara  · 30 Jan 2023  · 302pp  · 96,609 words

Chokepoints: American Power in the Age of Economic Warfare

by Edward Fishman  · 25 Feb 2025  · 884pp  · 221,861 words

The Mark Inside: A Perfect Swindle, a Cunning Revenge, and a Small History of the Big Con

by Amy Reading  · 6 Mar 2012  · 349pp  · 112,333 words

Blackwater: The Rise of the World's Most Powerful Mercenary Army

by Jeremy Scahill  · 1 Jan 2007  · 924pp  · 198,159 words

We the Corporations: How American Businesses Won Their Civil Rights

by Adam Winkler  · 27 Feb 2018  · 581pp  · 162,518 words

eBoys

by Randall E. Stross  · 30 Oct 2008  · 381pp  · 112,674 words

Move Fast and Break Things: How Facebook, Google, and Amazon Cornered Culture and Undermined Democracy

by Jonathan Taplin  · 17 Apr 2017  · 222pp  · 70,132 words

Living in a Material World: The Commodity Connection

by Kevin Morrison  · 15 Jul 2008  · 311pp  · 17,232 words

Intertwingled: Information Changes Everything

by Peter Morville  · 14 May 2014  · 165pp  · 50,798 words

Super Thinking: The Big Book of Mental Models

by Gabriel Weinberg and Lauren McCann  · 17 Jun 2019

Kill Chain: The Rise of the High-Tech Assassins

by Andrew Cockburn  · 10 Mar 2015  · 389pp  · 108,344 words

Internet for the People: The Fight for Our Digital Future

by Ben Tarnoff  · 13 Jun 2022  · 234pp  · 67,589 words

Pandora's Box: How Guts, Guile, and Greed Upended TV

by Peter Biskind  · 6 Nov 2023  · 543pp  · 143,084 words

Disaster Capitalism: Making a Killing Out of Catastrophe

by Antony Loewenstein  · 1 Sep 2015  · 464pp  · 121,983 words

Big Data: A Revolution That Will Transform How We Live, Work, and Think

by Viktor Mayer-Schonberger and Kenneth Cukier  · 5 Mar 2013  · 304pp  · 82,395 words

Framing Class: Media Representations of Wealth and Poverty in America

by Diana Elizabeth Kendall  · 27 Jul 2005  · 311pp  · 130,761 words

The Dark Cloud: How the Digital World Is Costing the Earth

by Guillaume Pitron  · 14 Jun 2023  · 271pp  · 79,355 words

The Fourth Revolution: The Global Race to Reinvent the State

by John Micklethwait and Adrian Wooldridge  · 14 May 2014  · 372pp  · 92,477 words

I Hate the Internet: A Novel

by Jarett Kobek  · 3 Nov 2016  · 302pp  · 74,350 words

Golden Gates: Fighting for Housing in America

by Conor Dougherty  · 18 Feb 2020  · 331pp  · 95,582 words

Dear Chairman: Boardroom Battles and the Rise of Shareholder Activism

by Jeff Gramm  · 23 Feb 2016  · 384pp  · 103,658 words

Utopia or Bust: A Guide to the Present Crisis

by Benjamin Kunkel  · 11 Mar 2014  · 142pp  · 45,733 words

The Oil Factor: Protect Yourself-and Profit-from the Coming Energy Crisis

by Stephen Leeb and Donna Leeb  · 12 Feb 2004  · 222pp  · 70,559 words

The Land Grabbers: The New Fight Over Who Owns the Earth

by Fred Pearce  · 28 May 2012  · 379pp  · 114,807 words

The Panama Papers: Breaking the Story of How the Rich and Powerful Hide Their Money

by Frederik Obermaier  · 17 Jun 2016  · 372pp  · 109,536 words

The Unwinding: An Inner History of the New America

by George Packer  · 4 Mar 2014  · 559pp  · 169,094 words

Makers and Takers: The Rise of Finance and the Fall of American Business

by Rana Foroohar  · 16 May 2016  · 515pp  · 132,295 words

Devil's Bargain: Steve Bannon, Donald Trump, and the Storming of the Presidency

by Joshua Green  · 17 Jul 2017  · 296pp  · 78,112 words

Silicon City: San Francisco in the Long Shadow of the Valley

by Cary McClelland  · 8 Oct 2018  · 225pp  · 70,241 words

The Wisdom of Crowds

by James Surowiecki  · 1 Jan 2004  · 326pp  · 106,053 words

The New Rules of War: Victory in the Age of Durable Disorder

by Sean McFate  · 22 Jan 2019  · 330pp  · 83,319 words

The 5 Types of Wealth: A Transformative Guide to Design Your Dream Life

by Sahil Bloom  · 4 Feb 2025  · 363pp  · 94,341 words

Makers

by Chris Anderson  · 1 Oct 2012  · 238pp  · 73,824 words

One Up on Wall Street

by Peter Lynch  · 11 May 2012

State-Building: Governance and World Order in the 21st Century

by Francis Fukuyama  · 7 Apr 2004

The Darwin Economy: Liberty, Competition, and the Common Good

by Robert H. Frank  · 3 Sep 2011

The politics of London: governing an ungovernable city

by Tony Travers  · 15 Dec 2004  · 251pp  · 88,754 words

Big Bucks: The Explosion of the Art Market in the 21st Century

by Georgina Adam  · 14 Jun 2014  · 231pp  · 60,546 words

Lying for Money: How Fraud Makes the World Go Round

by Daniel Davies  · 14 Jul 2018  · 294pp  · 89,406 words

Easy Money: Cryptocurrency, Casino Capitalism, and the Golden Age of Fraud

by Ben McKenzie and Jacob Silverman  · 17 Jul 2023  · 329pp  · 99,504 words

Unscripted: The Epic Battle for a Media Empire and the Redstone Family Legacy

by James B Stewart and Rachel Abrams  · 14 Feb 2023  · 521pp  · 136,802 words

The Half Has Never Been Told: Slavery and the Making of American Capitalism

by Edward E. Baptist  · 24 Oct 2016

The Economics of Enough: How to Run the Economy as if the Future Matters

by Diane Coyle  · 21 Feb 2011  · 523pp  · 111,615 words

Blockchain Chicken Farm: And Other Stories of Tech in China's Countryside

by Xiaowei Wang  · 12 Oct 2020  · 196pp  · 61,981 words