Fellow soldier Jacob Multer is a strong Christian, while Mark’s new roommate, Kurt Talagan, has been around the block more than once. Kurt gives Mark his first taste of smoking dope, and it’s a move that sends Mark’s life spiraling out of control. Jacob sees the destruction happening and wants to help, but he doesn’t know how—other than praying for Mark. Unfortunately, Mark moves deeper into a world of addiction and confusion.
When Mark sustains severe injuries after a drunken fall, the army finds out about his drug use and forces him to start seeing a counselor. But his demons are larger than he thought, and he can’t quit the lifestyle he’s grown accustomed to. It’s only when he reconnects with Jacob again that he hears the powerful message of the Gospel and comes to understand that Jesus may be the answer to escaping his messed up life.
“When You Wish Upon a Star,” “Whistle While You Work,” “The Happiest Place on Earth”—these are lyrics indelibly linked to Disney, one of the most admired and best-known companies in the world. So when Roy Disney, chairman of Walt Disney Animation and nephew of founder Walt Disney, abruptly resigned in November 2003 and declared war on chairman and chief executive Michael Eisner, he sent shock waves through the entertainment industry, corporate boardrooms, theme parks, and living rooms around the world—everywhere Disney does business and its products are cherished.
Drawing on unprecedented access to both Eisner and Roy Disney, current and former Disney executives and board members, as well as thousands of pages of never-before-seen letters, memos, transcripts, and other documents, James B. Stewart gets to the bottom of mysteries that have enveloped Disney for years: What really caused the rupture with studio chairman Jeffrey Katzenberg, a man who once regarded Eisner as a father but who became his fiercest rival? How could Eisner have so misjudged Michael Ovitz, a man who was not only “the most powerful man in Hollywood” but also his friend, whom he appointed as Disney president and immediately wanted to fire? What caused the break between Eisner and Pixar chairman Steve Jobs, and why did Pixar abruptly abandon its partnership with Disney? Why did Eisner so mistrust Roy Disney that he assigned Disney company executives to spy on him? How did Eisner control the Disney board for so long, and what really happened in the fateful board meeting in September 2004, when Eisner played his last cards?
DisneyWar is an enthralling tale of one of America’s most powerful media and entertainment companies, the people who control it, and those trying to overthrow them. It tells a story that—in its sudden twists, vivid, larger-than-life characters, and thrilling climax—might itself have been the subject of a Disney classic—except that it’s all true.
Build a better business: Drawing on best practices from 100+ B Corps, this book shows that using business as a force for good can help distinguish your company in a crowded market, attract and retain the best employees, and increase customer trust, loyalty, and evangelism for your brand.
More than 1,000 companies from 80 industries and 30 countries are leading a global movement to redefine success in business. They’re called B Corporations—B Corps for short—and these businesses create high-quality jobs, help build stronger communities, and restore the environment, all while generating solid financial returns. Author and B Corp owner Ryan Honeyman worked closely with over 100 B Corp CEOs and senior executives to share their tips, advice, and best-practice ideas for how to build a better business and how to meet the rigorous standards for—and enjoy the benefits of—B Corp certification.
This book makes the business case for improving your social and environmental performance and offers a step-by-step “quick start guide” on how your company can join an innovative and rapidly expanding community of businesses that want to make money and make a difference.
Like all groundbreaking books, The Company fills a hole we didn’t know existed, revealing that we cannot make sense of the past four hundred years until we place that seemingly humble Victorian innovation, the joint-stock company, in the center of the frame.
With their trademark authority and wit, Economist editors John Micklethwait and Adrian Wooldridge reveal the company to be one of history’s great catalysts, for good and for ill, a mighty engine for sucking in, recombining, and pumping out money, goods, people, and culture to every corner of the globe. What other earthly invention has the power to grow to any size, and to live to any age? What else could have given us both the stock market and the British Empire? The company man, the company town, and company time? Disneyfication and McDonald’sization, to say nothing of Coca-colonialism? Through its many mutations, the company has always incited controversy, and governments have always fought to rein it in. Today, though Marx may spin in his grave and anarchists riot in the streets, the company exercises an unparalleled influence on the globe, and understanding what this creature is and where it comes from has never been a more pressing matter. To the rescue come these acclaimed authors, with a short volume of truly vast range and insight.
From the Hardcover edition.
This is the epic saga of the American automobile industry’s rise and demise, a compelling story of hubris, missed opportunities, and self-inflicted wounds that culminates with the president of the United States ushering two of Detroit’s Big Three car companies—once proud symbols of prosperity—through bankruptcy. With unprecedented access, Pulitzer Prize winner Paul Ingrassia takes us from factory floors to small-town dealerships to Detroit’s boardrooms to the White House. Ingrassia answers the big questions: Was Detroit’s self-destruction inevitable? What were the key turning points? Why did Japanese automakers manage American workers better than the American companies themselves did? Complete with a new Afterword providing fresh insights into the continuing upheaval in the auto industry—the travails of Toyota, the revolving-door management and IPO at General Motors, the unexpected progress at Chrysler, and the Obama administration’s stake in Detroit’s recovery—Crash Course addresses a critical question: America bailed out GM, but who will bail out America?
Sheila Bair is widely acknowledged in government circles and the media as one of the first people to identify and accurately assess the subprime crisis. Appointed by George W. Bush as the chairman of the Federal Deposit Insurance Corporation (FDIC) in 2006, she witnessed the origins of the financial crisis and in 2008 became—along with Hank Paulson, Ben Bernanke, and Timothy Geithner—one of the key players trying to repair the damage to our economy. Bull by the Horns is her remarkable and refreshingly honest account of that contentious time and the struggle for reform that followed and continues to this day.
A level-headed, pragmatic figure with a clear focus on serving the public good, Bair was often one of the few women in the room during heated discussions about the economy. Despite her years of experience and her determination to rein in the private banks and Wall Street, she frequently found herself at odds with Geithner. She is withering in her assessment of some of Wall Street’s finest, and her narrative of Citibank’s attempted takeover of Wachovia is a stinging indictment of how regulators and the banks worked against the public interest at times to serve their own needs.
Bair is steadfast in her belief that the American public needs to fully understand the crisis in order to bring it to an end. Critical of the bank bailouts and the Can. $29.99 lax regulation that led to the economic crash, she provides a sober analysis as well as a practical plan for how we should move forward. She helps clear away the myths and half-truths about how we ran our economic engine into the ditch and tells us how we can help get our financial and regulatory systems back on track.
As The New Yorker said, “Bair has consistently stood out for her skepticism of Wall Street and for her eagerness to confront the big banks. A Kansas Republican, she has become an unlikely hero to economic liberals, who see her as the counterweight to the more Wall Street–centric view often ascribed to Timothy Geithner, the Treasury Secretary” (July 6, 2009).
The challenges being faced in the industry and predictions into what the future holds for retail banking in Europe.
This book will be essential reading for middle and senior managers in the banking and financial service sectors, both suppliers and investors in the banking sector, and MBA students.
From the Trade Paperback edition.
Dana Oliver is one of America's premier educators in corporate formalities for small business owners who use corporations or LLC’s. He is also the founder and CEO of INCORPACADEMY.COM, a unique online training and management system for small business entities. Dana has a passion for helping the "little guy (and gal)."
"FIX YOUR CORPORATION Before All Hell Breaks Loose" is the only solution of its kind to help small business owners quickly and easily make their corporations impervious to attack by power-obsessed IRS agents, greedy litigators, and other “devils”. Dana explains why "paper" meetings and minutes are often nothing more than a sham that promotes a false sense of security. But he then shows business owners a better way of managing their corporations. Mr. Oliver introduces and walks the reader through “The MAP Method,” the proven formula he developed that is helping countless small business owners across the nation take control of and master their small business corporations.
*structural prevention, a concept which unites political and behavioural change
*the synchronistic relationship between AIDS policy and gay politics
*the dominance of love and intimacy over other 'risk factors'
*an approach to prevention among drug users which emphasis human rights and accepts the using behaviour
*a unique partnership between public authorities and the voluntary sector
*services for women working in cross-national border prostitution
*an AIDS survivor syndrome among gay men
*HIV in the context of emotional risks taken by women in relationships.
In addition, specifically German themes are described, including special needs of gay men from the former East Germany, the difficulties of providing adequate outpatient care for people with HIV/AIDS and the history of the AIDS prevention debate in Germany.
The book offers medical, nursing, public health, sociological, psychological and social work perspectives on the German response to AIDS.
The need to make our communities sustainable is more urgent than ever before. Toward Sustainable Communities remains the single most useful resource for creating vibrant, healthy, equitable, economically viable places. This comprehensive update of the classic text presents a leading-edge overview of sustainability in a new fully illustrated, full-color format.
Compelling new case studies and expanded treatment of sustainability in rural as well as urban settings are complemented by contributions from a range of experts around the world, demonstrating how "community capital" can be leveraged to meet the needs of cities and towns for:
*Energy efficiency, waste reduction, and recycling
*Water, sewage, transportation, and housing
*Climate change and air quality
*Land use and urban planning.
Fully supported by a complete suite of online resources and tools, Toward Sustainable Communities is packed with concrete, innovative solutions to a host of municipal challenges. Required reading for policymakers, educators, social enterprises, and engaged citizens, this "living book" will appeal to anyone concerned about community sustainability and a livable future.
Mark Roseland is director of the Centre for Sustainable Community Development at Simon Fraser University and professor at SFU's School of Resource and Environmental Management. He lectures internationally, advises communities and governments on sustainable development policy and planning, and has been cited as one of British Columbia's "top fifty living public intellectuals."
In what respects do the managerial backgrounds and aspirations of the founders of fast-growth small firms differ from those of non-fast-growth small firms?
How is the process of growth managed? What incentives, remuneration packages and communication systems are instituted?
How do these characteristics and experiences differ in fast-growth small firms from both the traditional small firm and large-firm sector?
To what extent is it possible to explain the relative economic performance of small firms in terms of differences in their ownership, organizational and management structures.
For most of the 20th century, savings and loans were an invaluable thread of the American economy. But in the 1970s, Congress passed sweeping financial deregulation at the insistence of industry insiders that allowed these once quaint and useful institutions to spread their taxpayer-insured assets into new and risky investments.
The looser regulations and reduced federal oversight also opened the industry to an army of shady characters, white-collar criminals, and organized crime groups. Less than 10 years later, half the nation’s savings and loans were insolvent, leaving the American taxpayer on the hook for a large hunk of the nearly half a trillion dollars that had gone missing.
The authors of Inside Job saw signs of danger long before the scandal hit nationwide. Decades after the savings and loan collapse, Inside Job remains a thrilling read and a sobering reminder that our financial institutions are more fragile than they appear.
NGO “market campaigns” are moving these companies toward the higher standard now demanded by their clients, their consumers, and society as a whole. The lever that moves these giants is the risk of destroying their carefully built “brands” if they fail to recognize their “moral liability” and clean up their practices.
Branded! outlines the ability of NGOs to affect corporate markets. It shows how the development of certification systems for corporate social and environmental practices has created some intriguing questions:
*Why are retail giants paying premiums for ethically produced products . . . and not overcharging their customers?
*How have NGOs gained such power and credibility?
*What are the challenges of these new modes of corporate accountability for both NGOs and corporations?
*What are the unexpected opportunities for newly accountable corporations?
Branded! is a must-read for corporate executives, NGOs, and ethically concerned consumers. It is rich with vignettes of firms, NGOs, campaigns, failures, successes, memorable personalities, and hard-fought battles.
Dr. Michael E. Conroy is an economist who taught for twenty-five years at the University of Texas. He has spent twelve years in various philanthropic positions in support of certification systems and serves on the boards of several key organizations in the certification field.
In virtually every decision, a pharmaceutical executive considers some type of forecast. This process of predicting the future is crucial to many aspects of the company - from next month's production schedule, to market estimates for drugs in the next decade. The pharmaceutical forecaster needs to strike a delicate balance between over-engineering the forecast - including rafts of data and complex ‘black box’ equations that few stakeholders understand and even fewer buy into - and an overly simplistic approach that relies too heavily on anecdotal information and opinion.
Arthur G. Cook's highly pragmatic guide explains the basis of a successful balanced forecast for products in development as well as currently marketed products. The author explores the pharmaceutical forecasting process; the varied tools and methods for new product and in-market forecasting; how they can be used to communicate market dynamics to the various stakeholders; and the strengths and weaknesses of different forecast approaches. The text is liberally illustrated with tables, diagrams and examples. The final extended case study provides the reader with an opportunity to test out their knowledge.
The second edition has been updated throughout and includes a brand new chapter focusing on specialized topics such as forecasting for orphan drugs and biosimilars.
The Handbook of Board Governance provides comprehensive, expert-led coverage of all aspects of corporate governance for public, nonprofit, and private boards. Written by collaboration among subject matter experts, this book combines academic rigor and practitioner experience to provide thorough guidance and deep insight. From diversity, effectiveness, and responsibilities, to compensation, succession planning, and financial literacy, the topics are at once broad-ranging and highly relevant to current and aspiring directors. The coverage applies to governance at public companies, private and small or medium companies, state-owned enterprises, family owned organizations, and more, to ensure complete and clear guidance on a diverse range of issues. An all-star contributor list including Ram Charan, Bob Monks, Nell Minow, and Mark Nadler, among others, gives you the insight of thought leaders in the areas relevant to your organization.
A well-functioning board is essential to an organization’s achievement. Whether the goal is furthering a mission or dominating a market, the board’s composition, strategy, and practices are a determining factor in the organization’s ultimate success. This guide provides the information essential to building a board that works.Delve into the board’s strategic role in value creation Gain useful insight into compensation, risk, accountability, legal obligations Understand the many competencies required of an effective director Get up to speed on blind spots, trendspotting, and social media in the board room
The board is responsible for a vast and varied collection of duties, but the singular mission is to push the organization forward. Poor organization, one-sided composition, inefficient practices, and ineffective oversight detract from that mission, but all can be avoided. The Handbook of Board Governance provides practical guidance and expert insight relevant to board members across the spectrum.
what we call the ‘co-operative enterprise’, and to explore with you the broader
question of why co-operatives are important in today’s world. This is not a
“how to” book, in the normal sense. It is however (we hope) an excellent
foundation upon which to broaden your understanding and appreciation of
co-operative forms of enterprise, not only in your country - but around the
globe. You will learn why co-operation works and also see why sometimes it may
not work, and you will learn about best practices and success factors within
co-operatives. If you are an employee, a manager, or an elected official within
a co-operative, you will also learn about why and how leadership and management
effectiveness are different in co-operative forms of enterprise.
The book is divided into five parts. The first part is called “Setting the Stage”, and contains two
chapters. The first chapter introduces the reader to the nature of
co-operation, while the second chapter looks at the evolution of co-operation
all the way from social movements to business systems of enterprise. The second
part is entitled “How Co-operatives Are
Different” and begins by presenting what we call the “co-operative value
proposition”. The third and fourth chapters provide details on the difference
between the co-operative sector, the private sector, and the public sector. Chapter
Five describes why and how leadership and management effectiveness are
different in a co-operative. The third part is entitled “Co-operatives Today” and it includes three chapters. Chapter Six
describes “National and International Co-operative Development”, and Chapter
Seven looks at the role co-operatives have played and are playing in “Wealth
Creation, Community Development ,and Poverty Reduction” around the globe. The
last chapter in this section describes the “Pivotal Role for Government in Enabling
Development.” Part Four is entitled “Building
a Better World” and it includes three chapters. The first chapter, Chapter
Nine is entitled “Some Strategies and Tactics for Success”. Chapter Ten is
entitled “Towards a World Vision for
Co-operatives”. Chapter Eleven is “The
Challenges and Opportunities Ahead”, and it invites and challenges readers
- and all co-operators - to seriously imagine what the future might be for
co-operative forms of enterprise. No small undertaking to be sure! Just for fun we have included a final part
called “Everything Else Co-operative”
into which we cram additional co-operative website links and interesting
content which we think you might like and which didn’t exactly seem to fit
anywhere else. You decide! We also include some of our parting after thoughts
(post scripts) in this section.
"We studied 581 public technology companies in the U.S. and Canada with at least $100 million in revenues. What we found in many ways is encouraging: large public tech companies are embracing women on their boards," said Dora Vell, CEO of Vell Executive Search. "But there is still room for growth, especially in smaller companies."
According to the report, 411 companies have at least one woman on their board, with 30% having none and 36% only one. Less than 12% have three or more women on their boards, the minimum number required to correlate with greater company performance.
"The smaller the company, the fewer women board members," Vell said. "In companies with revenues of $100 million to $500 million, women hold 216 board seats out of a total of 1880. Nearly all companies with revenues over $5 billion have at least one woman board member."
The latest Vell report looks at three key company factors: revenues, sectors and insiders. The report also looks at characteristics women directors possess that drive one or more board invites, board leadership roles and membership in the 20 largest companies.
Ultimately, the Vell report concludes the tech industry must look at the entire ecosystem—not just the largest companies—to drive greater gender balance on boards. Closing the gap, Vell said, is no longer just a matter of breaking through a glass ceiling, but opening doors for women to gain experience in smaller companies.
Vell offers strategic recommendations for overcoming the challenges and helping tech companies diversify their boards.
These include drastically extending the succession planning timeline, training high potential executives internally with governance matters, and seeding the ecosystem by assisting smaller companies to identify outstanding diverse talent.
This ebook offers some of the freshest thinking today on practical measures that businesses can implement to create shared value. Originally published in an online forum hosted by Harvard Business Review, it offers valuable advice about how CEOs, other senior executives, and boards of directors can work together to engage stakeholders in new ways, change their companies’ values, build healthier relationships with investors, revamp incentive systems to create long-term value, and develop stronger succession plans.
The authors of this collection of short articles include current or former CEOs, such as Howard Schultz of Starbucks and Dominic Barton of McKinsey & Company, and an array of prominent academics and other thought leaders, including Roger Martin of the University of Toronto, Jeffrey Pfeffer of Stanford, and Alfred Rappaport of Northwestern.
Its editors are Raymond Gilmartin, the former CEO of Merck and, until recently, an adjunct professor at Harvard Business School, and Steve Prokesch, a senior editor at Harvard Business Review who previously worked at the New York Times and BusinessWeek magazine. In their introduction, they offer five specific recommendations on how CEOs can restore public faith in capitalism.
HBR Singles provide brief yet potent business ideas, in digital form, for today's thinking professional.
Today, the pay gap between chief executive officers of major U.S. firms and their workers is higher than ever before—depending on the method of calculation, CEOs get paid between 300 and 700 times more than the average worker. Such outsized pay is a relatively recent phenomenon, but despite all the outrage, few detractors truly understand the numerous factors that have contributed to the dizzying upward spiral in CEO compensation.
Steven Clifford, a former CEO who has also served on many corporate boards, has a name for these procedures and practices— "The CEO Pay Machine." The CEO Pay Machine is Clifford's thorough and shocking explanation of the 'machine'--how it works, how its parts interact, and how every step pushes CEO pay to higher levels. As Clifford sees it, the payment structure for CEOs begins with shared delusions that reinforce one other: Once this groupthink is accepted as corporate dogma, it becomes infinitely harder to see any decision as potentially irrational or dysfunctional. Yet, as Clifford notes, the Pay Machine has caused immeasurable harm to companies, shareholders, economic growth, and democracy itself. He uses real-life examples of the top four CEOs named the highest paid in 2011 through 2014. Clifford examines how board directors and compensation committees have directly contributed to the rising salaries and bonuses of the country's richest executives; what's more, Clifford argues, each of those companies could have paid their CEOs 90 percent less and performed just as well.
Witty and infuriating, The CEO Pay Machine is a thorough and incisive critique of an economic issue that affects all American workers.
From the Hardcover edition.
Building a Corporate Culture of Security: Strategies for Strengthening Organizational Resiliencyprovides readers with the proven strategies, methods, and techniques they need to present ideas and a sound business case for improving or enhancing security resilience to senior management. Presented from the viewpoint of a leading expert in the field, the book offers proven and integrated strategies that convert threats, hazards, risks, and vulnerabilities into actionable security solutions, thus enhancing organizational resiliency in ways that executive management will accept.
The book delivers a much-needed look into why some corporate security practices programs work and others don’t. Offering the tools necessary for anyone in the organization charged with security operations, Building a Corporate Culture of Security provides practical and useful guidance on handling security issues corporate executives hesitate to address until it’s too late.Provides a comprehensive understanding of the root causes of the most common security vulnerabilities that impact organizations and strategies for their early detection and preventionOffers techniques for security managers on how to establish and maintain effective communications with executives, especially when bringing security weakness--and solutions--to themOutlines a strategy for determining the value and contribution of protocols to the organization, how to detect gaps, duplications and omissions from those protocols, and how to improve their purpose and usefulnessExplores strategies for building professional competencies; managing security operations, and assessing risks, threats, vulnerabilities, and consequencesShows how to establish a solid foundation for the layering of security and building a resilient protection-in-depth capability that benefits the entire organizationOffers appendices with proven risk management and risk-based metric frameworks and architecture platforms
Known for its exemplary discipline, the Marine Corps ensures victory by obeying key commands, such as: establish clear, tactical objectives; know the terrain before heading into battle; identify and capitalize on combat advantages; control timing; leverage complementary skills within the unit; negotiate from a morally defensible position; harness strength of leadership to craft a bulletproof plan. Ken Marlin served ten years' active duty as a Marine officer before taking on the financial sector. He's seen this program of pride, professionalism, and fidelity work - from the battlefield to the boardroom.
Marlin is no socialist: he's a capitalist and risk-taker who enjoys earning money for himself and his clients. In Seize the High Ground, he teaches you the Marine Corps way to win on Wall Street and on Main Street: to sacrifice short-term gains for the long-term interests of your clients and your company. Deploying Marine-tested tactics, he engineers lasting, honorable success while lowering the ethical cost of doing business. That's the Marine Corps way.