This is the first volume of a most impressive tribute and accurate four part work that uniquely presents a complete account of the air operations throughout Market-Garden in September 1944 when British, US and Polish airborne troops made a gallant attempt to seize and hold bridges across the Lower Rhine in Holland as a springboard for crossing into Germany. Market, the aerial side of the proceedings, was at the time the largest airborne operation in history. In this unprecedented and insightful account, the exploits of the First Allied Airborne Army are relayed in full detail; supplemented with historical notes regarding the ground operations, this is sure to offer an unparalleled account of the events as they unfolded in the skies above Holland.If successful, the war could be over by Christmas. What could go wrong? That it did and on such a massive scale is the underlying theme throughout this series. The action was at times very confused, so a narrative of events contained in sixteen timelines at intervals throughout this series cuts through the fog of battle to explain the situation from its over-optimistic beginning to the tragic conclusion.

The Truman administration's decision to embark on an arms build-up in 1950 was a critical event. For the first time other than a World War, the United States became a global military presence. Unlike the World Wars, in this instance the deployment lasted decades, altering the nature of the Cold War and the United States' global role. Such a decision deserves a book dedicated to understanding the strategy and politics behind it. The Beginnings of the Cold War Arms Race serves that purpose. The Beginnings of the Cold War Arms Race reviews the state of American military affairs in the late 1940s and describes the role of atomic power in American strategy. It also outlines the factional fighting within the Truman administration over military spending and deployments and considers the Truman administration's perceptions of Soviet military power and intentions. The author presents a fascinating account of the strategy and politics behind the Truman administration's decision to engage in a massive arms build-up that initiated the Cold War arms race.

“A must-read book that explores a vital pre-war effort [with] deep research and gripping writing.” —Washington Times In The rise of the G.I. Army, 1940–1941, Paul Dickson tells the dramatic story of how the American Army was mobilized from scattered outposts two years before Pearl Harbor into the disciplined and mobile fighting force that helped win World War II. In September 1939, when Nazi Germany invaded Poland and initiated World War II, America had strong isolationist leanings. The US Army stood at fewer than 200,000 men—unprepared to defend the country, much less carry the fight to Europe and the Far East. And yet, less than a year after Pearl Harbor, the American army led the Allied invasion of North Africa, beginning the campaign that would defeat Germany, and the Navy and Marines were fully engaged with Japan in the Pacific. Dickson chronicles this transformation from Franklin Roosevelt’s selection of George C. Marshall to be Army Chief of Staff to the remarkable peace-time draft of 1940 and the massive and unprecedented mock battles in Tennessee, Louisiana, and the Carolinas by which the skill and spirit of the Army were forged and out of which iconic leaders like Eisenhower, Bradley, and Clark emerged. The narrative unfolds against a backdrop of political and cultural isolationist resistance and racial tension at home, and the increasingly perceived threat of attack from both Germany and Japan.

A startup executive and investor draws on expertise developed at the premier venture capital firm Andreessen Horowitz and as an executive at Uber to address how tech’s most successful products have solved the dreaded "cold start problem”—by leveraging network effects to launch and scale toward billions of users. Although software has become easier to build, launching and scaling new products and services remains difficult. Startups face daunting challenges entering the technology ecosystem, including stiff competition, copycats, and ineffective marketing channels. Teams launching new products must consider the advantages of “the network effect,” where a product or service’s value increases as more users engage with it. Apple, Google, Microsoft, and other tech giants utilize network effects, and most tech products incorporate them, whether they’re messaging apps, workplace collaboration tools, or marketplaces. Network effects provide a path for fledgling products to break through, attracting new users through viral growth and word of mouth. Yet most entrepreneurs lack the vocabulary and context to describe them—much less understand the fundamental principles that drive the effect. What exactly are network effects? How do teams create and build them into their products? How do products compete in a market where every player has them? Andrew Chen draws on his experience and on interviews with the CEOs and founding teams of LinkedIn, Twitch, Zoom, Dropbox, Tinder, Uber, Airbnb, and Pinterest to offer unique insights in answering these questions. Chen also provides practical frameworks and principles that can be applied across products and industries. The Cold Start Problem reveals what makes winning networks thrive, why some startups fail to successfully scale, and, most crucially, why products that create and compete using the network effect are vitally important today.

An analytical investigation into Prime Minister Winston Churchill’s decision-making process during every stage of World War II. When Winston Churchill accepted the position of Prime Minister in May 1940, he insisted in also becoming Minister of Defence. This, though, meant that he alone would be responsible for the success or failure of Britain’s war effort. It also meant that he would be faced with many monumental challenges and utterly crucial decisions upon which the fate of Britain and the free world rested. With the limited resources available to the UK, Churchill had to pinpoint where his country’s priorities lay. He had to respond to the collapse of France, decide if Britain should adopt a defensive or offensive strategy, choose if Egypt and the war in North Africa should take precedence over Singapore and the UK’s empire in the East, determine how much support to give the Soviet Union, and how much power to give the United States in controlling the direction of the war. In this insightful investigation into Churchill’s conduct during the Second World War, Allen Packwood, BA, MPhil (Cantab), FRHistS, the Director of the Churchill Archives Centre, enables the reader to share the agonies and uncertainties faced by Churchill at each crucial stage of the war. How Churchill responded to each challenge is analyzed in great detail and the conclusions Packwood draws are as uncompromising as those made by Britain’s wartime leader as he negotiated his country through its darkest days.

What the world can learn from Israel's meteoric economic success. Start-Up Nation addresses the trillion dollar question: How is it that Israel -- a country of 7.1 million, only 60 years old, surrounded by enemies, in a constant state of war since its founding, with no natural resources-- produces more start-up companies than large, peaceful, and stable nations like Japan, China, India, Korea, Canada and the UK? With the savvy of foreign policy insiders, Senor and Singer examine the lessons of the country's adversity-driven culture, which flattens hierarchy and elevates informality-- all backed up by government policies focused on innovation. In a world where economies as diverse as Ireland, Singapore and Dubai have tried to re-create the "Israel effect", there are entrepreneurial lessons well worth noting. As America reboots its own economy and can-do spirit, there's never been a better time to look at this remarkable and resilient nation for some impressive, surprising clues.