Confronting Reality will change the way you think about and run your business. It is the first book that shows how to connect the big picture of the new era of business with the nitty-gritty of what to do about it. Through a completely new way to understand and use the business model as the primary tool for confronting reality—a breakthrough that will become the management innovation of this decade—you’ll know sooner rather than later whether your fundamental business premise is under assault, where your best opportunities lie, what you should change and what you should leave alone, and how to realistically plan the future of your business. The fundamentals of how a business makes money are being rapidly and permanently altered by sweeping structural changes. With their extraordinary depth and breadth of experience, Larry Bossidy and Ram Charan are the ideal guides for everyone—entrepreneur, mid-level manager, or CEO—about what is to be done so you can get things right in this challenging, radically changed world. They start by showing you how to understand the most fundamental element of any business: whether you can realistically make the money you hope to in the game you’re playing. Bossidy and Charan show how to use the business model to develop a robust, reality-based process for thinking about the speci?cs of your business in a holistic way. They show how to tie together the financial targets you must meet, the external realities you face, and internal activities such as strategy development, operating tactics, and selection and development of people. Through the lens of the business model, as well as the skillful use of initiatives and development of people with the right leadership characteristics, you’ll see how Robert Nardelli at Home Depot, Jim McNerney at 3M, Dick Harrington at the Thomson Corporation, Michael Wisbrun at KLM, Joseph Tucci at EMC, and John Chambers at Cisco confronted reality. Whether they faced crisis or opportunity, all made the right kinds of changes through a combination of business savvy (the art of understanding the fundamentals driving a business) and business model thinking.

The must-read summary of Larry Bossidy and Ram Charan's book: "Confronting Reality: Doing What Matters to Get Things Right". This complete summary of the ideas from Larry Bossidy and Ram Charan's book "Confronting Reality" shows that confronting reality means changing the purpose and direction of your business on a regular basis, in order to reflect ongoing changes which occur in the marketplace. Most businesses try and get by on the assumptions of yesterday rather than the realities of today. Companies that confront reality on a consistent basis search for the current answers to three crucial questions: 1. What’s the nature of the industry we’re in today? 2. Where’s our industry heading? 3. How will we continue to make the money we hope to make in this industry in the future? Armed with the answers to these questions, business managers can then analyse the components which determine their enterprise’s success or failure. Added-value of this summary: • Save time • Understand key concepts • Increase your business knowledge To learn more, read "Confronting Reality" and discover a very practical perspective on today’s business.

This lively introduction to television documentaries spotlights their history, production and reception, principal forms and functions and their adaptation to today’s programming needs. What impact has television's growing commercialisation had on the type of documentary broadcast? What has led to the introduction of an increasing number of hybridised forms? These questions are addressed within an examination of the role of institutions, documentary’s 'special relationship' with the real, and an insight into how audiences interpret the documentaries they view. Confronting reality has been written with the requirements of media studies students in mind, yet it is a must for everyone concerned with recording reality in the fast-changing world of television today.

The charges of white privilege and systemic racism that are tearing the country apart fIoat free of reality. Two known facts, long since documented beyond reasonable doubt, need to be brought into the open and incorporated into the way we think about public policy: American whites, blacks, Hispanics, and Asians have different violent crime rates and different means and distributions of cognitive ability. The allegations of racism in policing, college admissions, segregation in housing, and hiring and promotions in the workplace ignore the ways in which the problems that prompt the allegations of systemic racism are driven by these two realities. What good can come of bringing them into the open? America’s most precious ideal is what used to be known as the American Creed: People are not to be judged by where they came from, what social class they come from, or by race, color, or creed. They must be judged as individuals. The prevailing Progressive ideology repudiates that ideal, demanding instead that the state should judge people by their race, social origins, religion, sex, and sexual orientation. We on the center left and center right who are the American Creed’s natural defenders have painted ourselves into a corner. We have been unwilling to say openly that different groups have significant group differences. Since we have not been willing to say that, we have been left defenseless against the claims that racism is to blame. What else could it be? We have been afraid to answer. We must. Facing Reality is a step in that direction.

From Moscow, the world looks different. It is through understanding how Russia sees the world—and its place in it—that the West can best meet the Russian challenge. Russia and the West are like neighbors who never seem able to understand each other. A major reason, this book argues, is that Western leaders tend to think that Russia should act as a “rational” Western nation—even though Russian leaders for centuries have thought and acted based on their country's much different history and traditions. Russia, through Western eyes, is unpredictable and irrational, when in fact its leaders from the czars to Putin almost always act in their own very predictable and rational ways. For Western leaders to try to engage with Russia without attempting to understand how Russians look at the world is a recipe for repeated disappointment and frequent crises. Keir Giles, a senior expert on Russia at Britain's prestigious Chatham House, describes how Russian leaders have used consistent doctrinal and strategic approaches to the rest of the world. These approaches may seem deeply alien in the West, but understanding them is essential for successful engagement with Moscow. Giles argues that understanding how Moscow's leaders think—not just Vladimir Putin but his predecessors and eventual successors—will help their counterparts in the West develop a less crisis-prone and more productive relationship with Russia.