Curing Corporate Short-Termism is a guide for senior managers who want to encourage more investment in the future of their companies, all while maintaining discipline around profitability and capital productivity. Many corporate practices create stiff headwinds for managers trying to grow their business. This book explores the process of developing a "culture of ownership" that overcomes these obstacles, including prescriptive methods on how to better set goals, develop plans, allocate resources, approve investments, make operating decisions, measure performance, and design better incentive compensation. Companies that embrace these principles produce long-term value that benefits not just the organization's shareholders, but all of its many stakeholders, including society at large.

Life and work continue to evolve, and so must your leadership. Thriving in today’s business environment requires conscious, inspirational leadership, a fresh understanding of the world we find ourselves in, and a whole new playbook anchored in meaning and purpose. You need a set of strategies and applications that enable you to create an experience in your organization where your people give their best, feel fulfilled in their work and relationships, can work toward realizing their potential, and will persevere alongside you in service of the company’s mission. Not only will you and your team be completely rejuvenated and elevated by exercising this kind of agency, but your business will be transformed to perform at much higher levels of productivity, creativity, and results. Meaning and purpose are essential ingredients to unleash the potential of everyone in your stakeholder community, powerfully uniting them, to increase your organizational impact and relevance. Here is your opportunity to transform the Great Resignation into your Great Revitalization. DR ALISE CORTEZ is a management consultant specializing in meaning and purpose, an organizational logotherapist, the host of Working on Purpose radio and Chief Purpose Officer at Dr Alise Cortez and Associates. She works with forward-reaching organizations to develop conscious, inspirational leaders and enable them to transform their organizations into high functioning, profitable enterprises by activating meaning and purpose.

The rules of business are changing dramatically. The Aspen Institute's Judy Samuelson describes the profound shifts in attitudes and mindsets that are redefining our notions of what constitutes business success. Dynamic forces are conspiring to clarify the new rules of real value creation—and to put the old rules to rest. Internet-powered transparency, more powerful worker voice, the decline in importance of capital, and the complexity of global supply chains in the face of planetary limits all define the new landscape. As executive director of the Aspen Institute Business and Society Program, Judy Samuelson has a unique vantage point from which to engage business decision makers and identify the forces that are moving the needle in both boardrooms and business classrooms. Samuelson lays out how hard-to-measure intangibles like reputation, trust, and loyalty are imposing new ways to assess risk and opportunity in investment and asset management. She argues that “maximizing shareholder value” has never been the sole objective of effective businesses while observing that shareholder theory and the practices that keep it in place continue to lose power in both business and the public square. In our globalized era, she demonstrates how expectations of corporations are set far beyond the company gates—and why employees are both the best allies of the business and the new accountability mechanism, more so than consumers or investors. Samuelson's new rules offer a powerful guide to how businesses are changing today—and what is needed to succeed in tomorrow's economic and social landscape.

A novel about transforming organizations from the author of bestselling business books The Goal and Zapp! The Cure is a novel for managers about transforming an under-performing bureaucratic organization into a boundaryless, fact-driven management culture like the one that made Jack Welch's General Electric so consistently successful. It offers real, practical advice for overcoming political inertia, reinventing the company, and doing it in a year or less. By giving each key character a distinct voice, readers are reminded of people they have met and who may even sit in the desk next to them. These characters interact realistically and act pragmatically, and as a result readers become invested in how these people tackle their challenges and create real solutions. The methods described in the book have been successfully employed at many of high-profile companies, such as Black & Decker, Coleman, Emerson, Parker Hannifin, Textron, United Stationers, and Moen. The Cure argues that modern organizations must be flexible, quick, and boundaryless in order to thrive and survive, but it also shows managers how to make it happen fast. Based on the successful management theories of Dan Paul's General Management Technologies, The Cure accomplishes these things in the form of an entertaining, enlightening, and dramatic business narrative. Jeff Cox (Murrysville, PA) is a creative writer known for weaving progressive business concepts into compelling fiction. He is the coauthor of such business bestsellers as The Goal, Zapp!, and Heroz. Dan Paul (Pittsburgh, PA) is CEO of General Management Technologies, a consulting practice which focuses on the alignment of clients' strategies, work processes, and culture in order to target all the functions of a business on the same priorities. Formerly with General Electric, he's worked with many high-profile clients and spoken at many conferences on strategic management for Business Week and the American Management Association.

It used to take years or even decades for disruptive innovations to dethrone dominant products and services. But now any business can be devastated virtually overnight by something better and cheaper. How can executives protect themselves and harness the power of Big Bang Disruption? Just a few years ago, drivers happily spent more than $200 for a GPS unit. But as smartphones exploded in popularity, free navigation apps exceeded the performance of stand-alone devices. Eighteen months after the debut of the navigation apps, leading GPS manufacturers had lost 85 percent of their market value. Consumer electronics and computer makers have long struggled in a world of exponential technology improvements and short product life spans. But until recently, hotels, taxi services, doctors, and energy companies had little to fear from the information revolution. Those days are gone forever. Software-based products are replacing physical goods. And every service provider must compete with cloud-based tools that offer customers a better way to interact. Today, start-ups with minimal experience and no capital can unravel your strategy before you even begin to grasp what’s happening. Never mind the “innovator’s dilemma”—this is the innovator’s disaster. And it’s happening in nearly every industry. Worse, Big Bang Disruptors may not even see you as competition. They don’t share your approach to customer service, and they’re not sizing up your product line to offer better prices. You may simply be collateral damage in their efforts to win completely different markets. The good news is that any business can master the strategy of the start-ups. Larry Downes and Paul Nunes analyze the origins, economics, and anatomy of Big Bang Disruption. They identify four key stages of the new innovation life cycle, helping you spot potential disruptors in time. And they offer twelve rules for defending your markets, launching disruptors of your own, and getting out while there’s still time. Based on extensive research by the Accenture Institute for High Performance and in-depth interviews with entrepreneurs, investors, and executives from more than thirty industries, Big Bang Disruption will arm you with strategies and insights to thrive in this brave new world.

The #1 Wall Street Journal Bestseller “Required reading. . . . Shows how our economic crisis was a failure, not of the free market, but of government.” —Charles Koch, Chairman and CEO, Koch Industries, Inc. Did Wall Street cause the mess we are in? Should Washington place stronger regulations on the entire financial industry? Can we lower unemployment rates by controlling the free market? The answer is NO. Not only is free market capitalism good for the economy, says industry expert John Allison, it is our only hope for recovery. As the nation’s longest-serving CEO of a top-25 financial institution, Allison has had a unique inside view of the events leading up to the financial crisis. He has seen the direct effect of government incentives on the real estate market. He has seen how government regulations only make matters worse. And now, in this controversial wake-up call of a book, he has given us a solution. The national bestselling The Financial Crisis and the Free Market Cure reveals: Why regulation is bad for the market—and for the world What we can do to promote a healthy free market How we can help end unemployment in America The truth about TARP and the bailouts How Washington can help Wall Street build a better future for everyone With shrewd insight, alarming insider details, and practical advice for today’s leaders, this electrifying analysis is nothing less than a call to arms for a nation on the brink. You’ll learn how government incentives helped blow up the real estate bubble to unsustainable proportions, how financial tools such as derivatives have been wrongly blamed for the crash, and how Congress fails to understand it should not try to control the market—and then completely mismanages it when it tries. In the end, you’ll understand why it’s so important to put “free” back in free market. It’s time for America to accept the truth: the government can’t fix the economy because the government wrecked the economy. This book gives us the tools, the inspiration—and the cure.

What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly. As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day. The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality. Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance.