Tulasi S Sastri, is a Chartered Accountant (FCA) and a Certified Information Systems Auditor (CISA). In his professional career of over 38 years, he had the opportunity to work in varied types of industries, and in different roles, as an accountant, a programmer, a systems analyst, a Controller and as an Internal Auditor. His experience covered both Projects and Operating Phases of organizations. In this book, he has shared his experiences in the form of “stories”. Focus is on application of concepts to live situations and the consequential gains.
Young accounting professionals could obtain greater conceptual clarity through application of various principles depicted in some of the stories. Students of Business Management could be benefitted by going through the articles which are like management case studies. Prior accounting knowledge is not required for understanding and appreciating the concepts. In that sense this book could be of use to managers in general, who are interested in knowing how to translate business operations into money. Finally consultants who are associated with business application development could find useful ideas, by relating the events described in the book to their own work requirements.
Accountants are no longer mere bean counters. If they do not confine themselves to the boundary of their “books”, the author believes that they can make significant contribution to performance improvements in their organizations. About twenty five true incidents described as stories in this book, with one or more useful ideas in each story, highlight benefits of this approach.
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:
“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”
Perhaps, but who can afford to ignore these findings?
In The Second Machine Age MIT’s Erik Brynjolfsson and Andrew McAfee—two thinkers at the forefront of their field—reveal the forces driving the reinvention of our lives and our economy. As the full impact of digital technologies is felt, we will realize immense bounty in the form of dazzling personal technology, advanced infrastructure, and near-boundless access to the cultural items that enrich our lives.
Amid this bounty will also be wrenching change. Professions of all kinds—from lawyers to truck drivers—will be forever upended. Companies will be forced to transform or die. Recent economic indicators reflect this shift: fewer people are working, and wages are falling even as productivity and profits soar.
Drawing on years of research and up-to-the-minute trends, Brynjolfsson and McAfee identify the best strategies for survival and offer a new path to prosperity. These include revamping education so that it prepares people for the next economy instead of the last one, designing new collaborations that pair brute processing power with human ingenuity, and embracing policies that make sense in a radically transformed landscape.
A fundamentally optimistic book, The Second Machine Age alters how we think about issues of technological, societal, and economic progress.