In The Outsiders, you'll learn the traits and methods striking for their consistency and relentless rationality that helped these unique leaders achieve such exceptional performance. Humble, unassuming, and often frugal, these "outsiders" shunned Wall Street and the press, and shied away from the hottest new management trends. Instead, they shared specific traits that put them and the companies they led on winning trajectories: a laser-sharp focus on per share value as opposed to earnings or sales growth; an exceptional talent for allocating capital and human resources; and the belief that cash flow, not reported earnings, determines a company's long-term value.

Samit has been at the helm of businesses in the ecommerce, digital video, social media, mobile communications, and software industries, helping to navigate them through turbulent economic times and guide them through necessary transformation so that they stay ahead of the curve and profitable. In Disrupt You!, he reveals how specific strategies that help companies flourish can be applied at an individual level. By challenging assumptions, pinpointing one's unique value, and identifying weaknesses in the structure of current industries, anyone can achieve success and lasting prosperity.

It's an axiom of business that great companies grow their revenues and profits year after year. Yet quietly, under the radar, a small number of companies have rejected the pressure of endless growth to focus on more satisfying business goals. Goals like being great at what they do, creating a great place to work, providing great customer service, making great contributions to their communities, and finding great ways to lead their lives. In Small Giants, veteran journalist Bo Burlingham takes us deep inside 14 such remarkable companies.

Jack Welch lifted GE from a conglomerate with a market value of about $12 billion to one of the world's largest and most widely-admired companies, with a market value of more than $500 billion. In Jack, the author reveals the strategies and philosophies that put him at the top.

Innovations rarely come from “experts.” Elon Musk was not an “electric car person” before he started Tesla. When it comes to improbable innovations, a legendary tech VC told Sebastian Mallaby, the future cannot be predicted, it can only be discovered. It is the nature of the venture-capital game that most attempts at discovery fail, but a very few succeed at such a scale that they more than make up for everything else. That extreme ratio of success and failure is the power law that drives the VC business, all of Silicon Valley, the wider tech sector, and, by extension, the world.

In 1981, Jack Welch took over General Electric and quickly rose to fame as the first celebrity CEO. He golfed with presidents, mingled with movie stars, and was idolized for growing GE into the most valuable company in the world. But Welch’s achievements didn’t stem from some greater intelligence or business prowess. Rather, they were the result of a sustained effort to push GE’s stock price ever higher, often at the expense of workers, consumers, and innovation.

The Ten Commandments for Business Failure is a cautionary bible for business leaders from a widely admired elder statesman who has seen and heard it all.

From Silk to Silicon tells the story of who these men and women were, what they did, how they did it, and how their achievements continue to shape our world today.

A shocking exposé of Volkswagen's fraud by the New York Times reporter who covered the scandal. In mid-2015 Volkswagen proudly reached its goal of surpassing Toyota as the world's largest automaker. A few months later, the EPA disclosed that Volkswagen had installed software in 11 million cars that deceived emissions-testing mechanisms. By early 2017 VW had settled with American regulators and car owners for $20 billion, with additional lawsuits still looming.

In Crash Course, 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? Ingrassia also describes dysfunctional corporate cultures (even as GM's market share plunged, the company continued business as usual) and Detroit's perverse system of "inverse layoffs" (which allowed union members to invoke seniority to avoid work).

Robert Rosenberg took over as CEO of Dunkin’ Donuts in 1963, 13 years after the first restaurant was founded by his father William. In his remarkable 35-year run, he grew the company from $10 million in sales to over $2 billion with more than 3,000 outlets. Through his tenure, Robert learned important lessons on running and scaling a family business. Rosenberg shares his insider perspective on all the dramatic highs and lows that are part of the Dunkin’ Donuts story to guide you to your own success story.

Business schools teach that the most important prerequisite for starting a business is a business plan. Nonsense, says Carl Schramm in Burn the Business Plan, who for a decade headed the most important foundation devoted to entrepreneurship in this country. Microsoft, Apple, Facebook, and Google are just a few of the companies that began without one.

Ben & Jerry's has always been committed to an insanely ambitious three-part mission: Making the world's best ice cream, supporting progressive causes, and sharing the company's success with all stakeholders: employees, suppliers, distributors, customers, cows, everybody. But it hasn't been easy. This is the first book to tell the full, inside story of the inspiring rise, tragic mistakes, devastating fall, determined recovery, and ongoing renewal of one of the most iconic mission-driven companies in the world.

In Ninja Innovation, Gary Shapiro, the head of the Consumer Electronics Association, answers the universal question - What leads to success? - revealing how everyone can use the ninja way to create a killer strategy that will help them achieve their own goals. "Ninja Innovation" is his ultimate how-to for envisioning, executing, and maintaining a successful innovation-based strategy like those utilized in the technology world.

Grahame Wood opened the first Wawa Food Market in 1964 as an outlet for Wawa dairy products. Since then, the convenience store has grown into a well-known company that competes against the biggest industry players in the world in three areas: fuel, convenience, and food, all while maintaining their personal approach and small business mentality. Now, almost 50 years later, Wawa has opened its first store in Florida and begun to play on the national field. How did it happen?