“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.
Holacracy distributes authority and decision-making throughout an organization, and defines people not by hierarchy and titles, but by roles. Holacracy creates organizations that are fast, agile, and that succeed by pursuing their purpose, not following a dated and artificial plan.
This isn't anarchy – it's quite the opposite. When you start to follow Holacracy, you learn to create new structures and ways of making decisions that empower the people who know the most about the work you do: your frontline colleagues.
Some of the many champions of Holacracy include Tony Hsieh, CEO of Zappos.com (author of the #1 New York Times bestseller Delivering Happiness), Evan Williams (co-founder of Blogger, Twitter, and Medium), and David Allen.
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).
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.
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?
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.
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.
In addition to its authoritative overview of the history, the myth and the reality of corporate governance, this new edition has been updated to include:analysis of the financial crisis; the reasons for the global scale of the recession the failure of international risk management An overview of corporate governance guidelines and codes of practice; new cases.
Once again in the new edition of their textbook, Robert A. G. Monks and Nell Minow show clearly the role of corporate governance in making sure the right questions are asked and the necessary checks and balances in place to protect the long-term, sustainable value of the enterprise.
Features 18 case studies of institutions and corporations in crisis, and analyses the reasons for their fall (Cases include Lehman Brothers, General Motors, American Express, Time Warner, IBM and Premier Oil.)
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."
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.
From the Trade Paperback edition.
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.
For well over a century-- from the hallowed halls of government to the executive boardrooms of Fortune 500 companies, to the meeting halls of labor unions--Roberts Rules of Order has been the how-to authority on applying organizational intelligence to deliberative assemblies. When properly utilized, Robert's Rules ensure that the best ideas, not just the loudest, are always allowed to surface. They ensure that problems identified are not forgotten, but resolved, and responsibilities are always clearly defined and never breached without consequence.
The problem is that understanding the intricacies of this watershed 19th-century para-parliamentary framework can be a tedious task. But now, thanks to ClydeBank Business, it doesn’t have to be.
The Robert's Rules QuickStart Guide presents organizers, hosts, presidents, chairmen (and women) and any other would-be parliamentarians with a modernized, easy-to-understand, and essential breakdown of Robert's Rules of Order.
This is the perfect book for the business manager who’s tired of wasting time during meetings, or the club member, who was recently elected president and is now charged with presiding over the club’s meetings. With Robert’s Rules QuickStart Guide, ClydeBank Business delivers time-tested wisdom in a way that’s simplified and accessible for the everyday reader.
- Drafting & Approving Bylaws
- Creating & Utilizing Committees
- The Different Types Of Motions & How To Make Them
- Proper Voting Methods
- Nominating & Electing Officers
Inspired by the CEO Academy, the annual off-the-record gathering of chief executive officers organized by the authors, Go Long reveals how some of the world’s most prominent business leaders resisted short-term pressures to successfully manage their organizations for the long term, and in turn, aim to create more jobs, more satisfied customers, and more shareholder wealth.
In Go Long, authors Dennis Carey, Brian Dumaine, Michael Useem, and Rodney Zemmel take you behind-the-scenes to witness the business decisions that are enabling leading organizations to outsmart and outlast the competition.
Why did CEO Larry Merlo allow CVS to take a $2 billion hit—on purpose? How did CEO Alan Mulally maneuver Ford’s $48 billion turnaround? How did director Maggie Wilderotter and her fellow board members engage top management to embark on an unusual exercise to help Hewlett Packard Enterprise build a long-term strategy? Why did CEO Paul Polman’s turn back to Unilever’s original mission of leading with a purpose to fuel profits? How did CEO Ivan Seidenberg convince his investors and board to allow him to make a $150 billion bet? How did CEO George Buckley find a way to address investor calls for 3M to spend less on research and development while still finding a way to innovate?These leaders argue that a short-term mindset might satisfy investors for this quarter or next, but there’s a heavy price to be paid. Instead, they argue, long-term thinking is your best short-term strategy.
Called a “mandatory read” by David M. Rubenstein, co-founder and co-executive chairman of The Carlyle Group, Go Long is a critical resource for leaders who want their organizations to survive over the long-term and for anyone who cares about the global economy.
In The Org, Ray Fisman and Tim Sullivan explain the tradeoffs that every organization faces, arguing that this everyday dysfunction is actually inherent to the very nature of orgs. The Org diagnoses the root causes of that malfunction, beginning with the economic logic of why organizations exist in the first place, then working its way up through the org’s structure from the lowly cubicle to the CEO’s office.
The purpose of meetings and why they will never go awayWhy even members of al Qaeda are required to submit travel and expense reportsWhat managers are good forHow the army and other orgs balance marching in lockstep with fostering innovationWhy the hospital administration—not the heart surgeon—is more likely to save your lifeWhy CEOs often spend more than 80 percent of their time in meetings—and why that's exactly where they should be (and why they get paid so much)
Making a strong case for a small yet effective government, Venkatesh canvasses for sweeping economic, administrative and judicial reforms while simultaneously pointing out to the gargantuan failures of Dr. Manmohan Singh’s administration. Written between 2011 and 2013 these articles capture India's precipitous decline in various spheres caused by a singular lack of willingness and / capacity to govern.
In a refreshing departure from the known suspects who end up merely being critical of the Government, he also offers various alternatives to the challenges confronting the country. Needless to emphasize, while his suggestions are eminently debatable, the fact remains that these proposals are sure to secure necessary traction in days to follow.
The Toynbee like sweep of the subjects dealt by Venkatesh in a precise, succinct and incisive manner makes this book a compelling read.
The foreword of this book has been authored by Dr. Subramanian Swamy.
This paper attempts to answer these questions through an analysis of the political economy of the tax reforms, with reference to Dominican history as well as to the regional context. Finally, the paper focuses on the relationship between the executive and the interests of the private sector, and its possible mediation through the political parties and, as was done too hastily in October 2012, civil society forums such as the CES.
The first part outlines the major tax reforms that took place in the Dominican Republic between its democratic opening in 1978 and the 2012 efforts, along with the political and economic conditions in each case, with a special focus on the 1992 reform. Next, the document describes the rigidities that accumulated during that period, which were the legacy of crisis, international commitments, and the goals of the ambitious tax revenue goals of the National Development Strategy.
The second and longest section describes the regional debate on tax policy and redistribution, while showing how the Dominican Republic is situated in this scenario, with statistics on the fiscal performance of the Dominican Republic and other Caribbean and Central American countries. From there, with the ground prepared, the paper narrates the process of the 2012 reform and investigates the question posed above by comparing different episodes of fiscal reform. Finally, the paper discusses the challenges and possibilities for future reforms, from narrow technical ones to those that would involve a broad and reciprocal process, with a focus on the role that could be played by fiscal pacts.
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.
There are two sections: Meetings Explained and Motions Explained. Meetings Explained walks you through a meeting from call to order to adourn. Motions Explained gives virtually every motion that can come up in a meeting, arranged by its purpose rather than by its parliamentary classification. This information can be applied to any type of meeting from the smallest board or committee to the largest house of delegates.
A Great Meeting Needs Great Members will take anyone from being intimidated to being effective.
* The enterprises come in all sizes: from companies employing just a few dozen people, to large corporations: John Lewis in the UK, employing 70,000 'partners'; Mondragon, a highly entrepreneurial group of over 100 businesses in Spain, employing more than 100,000; and many examples in the US, some employing tens of thousands. It would be hard to imagine a better informed, more involved or more enthusiastic set of employees - sharing the efforts of making their companies successful, and sharing all of the rewards. Unusually in the corporate world, they control their own destinies - a situation beyond the dreams of most working people.
* Erdal takes a hard look at those who insist, in the teeth of the evidence, that shared ownership will never work - a sorry tale, he argues, of prejudice masquerading as economic thinking. The book contains detailed case studies as well as interviews with a range of people, whose inspiring stories of success fly in the face of received wisdom. These successes include: high levels of productivity; sustained rapid growth; fast-moving, innovative responses to changing worlds; high levels of investment aimed at long-term prosperity; and, above all, the sheer happiness employees experience in working together in businesses that they own together, sharing the wealth that they create.
* At a time when the 'orthodox' corporate economy has been badly shaken, Beyond the Corporation makes essential reading.
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.
Macey tells how heightened government oversight has put a stranglehold on what is the best protection against malfeasance by self-serving management: the market itself. Corporate governance, he shows, is about keeping promises to shareholders; failure to do so results in diminished investor confidence, which leads to capital flight and other dire economic consequences. Macey explains the relationship between corporate governance and the various market and nonmarket institutions and mechanisms used to control public corporations; he discusses how nonmarket corporate governance devices such as boards and whistle-blowers are highly susceptible to being co-opted by management and are generally guided more by self-interest and personal greed than by investor interests. In contrast, market-driven mechanisms such as trading and takeovers represent more reliable solutions to the problem of corporate governance. Inefficient regulations are increasingly hampering these important and truly effective corporate controls. Macey examines a variety of possible means of corporate governance, including shareholder voting, hedge funds, and private equity funds.
Corporate Governance reveals why the market is the best guardian of shareholder interests.