When Robert D. Krebs joined the ranks of Southern Pacific Railroad in 1966, the industry had been in decline for decades, and the future of trains was in peril. Despite these obstacles, Krebs fell in love with the rugged, competitive business of railroads and was determined to overcome its resistance to change and put rail transportation back on track. Riding the Rails details Krebs' rise to a position of influence in the recovery of America's railroads and offers a unique insider's view into the boardrooms where executives and businessmen reimagined transportation in the US.

Geoffrey H. Doughty, Jeffrey T. Darbee, and Eugene E. Harmon explore the fascinating history of this popular institution and tell a tale of a company hindered by its flawed origin and uneven quality of leadership, subjected to political gamesmanship and favoritism, and mired in a perpetual philosophical debate about whether it is a business or a public service. Featuring interviews with former Amtrak presidents, the authors examine the current problems and issues facing Amtrak and their proposed solutions.

Nothing Like It in the World is the story of the men who built the transcontinental railroad. In Ambrose's hands, this enterprise comes to life. The U.S. government pitted two companies - the Union Pacific and the Central Pacific railroads - against each other in a race for funding, encouraging speed over caution. As its peak the work force approached the size of Civil War armies, with as many as 15,000 workers on each line. The surveyors, the men who picked the route, lived off buffalo, deer, and antelope.

The Pennsylvania and the New York Central railroads helped to develop central Pennsylvania as the largest source of bituminous coal for the nation. By the late 19th century, the two lines were among America’s largest businesses and would soon become legendary archrivals. The Pennsylvania Railroad (PRR) first arrived in the 1860s. Within a few years, it was sourcing as much as four million tons of coal annually from Centre County and the Moshannon Valley and would continue do so for another quarter century.

In Last Train to Texas, author Fred W. Frailey examines the workings behind the railroad industry and captures incredible true stories along the way. Come along with Frailey as he travels the world, one railroad at a time. Whether it's riding the Canadian Pacific Railway through a blizzard, witnessing a container train burglary in the Abo Canyon, or commemorating a poem to Limerick Junction in Dublin, Ireland, Frailey's journeys are rife with excitement and the occasional mishap.

Hunter Harrison, the revolutionary railroader from Memphis, dramatically turned four publicly traded companies into cash machines. Starting as a laborer when he was a wayward teenager, Harrison spent a half century in the rail business and nearly two decades running Illinois Central, Canadian National, Canadian Pacific, and CSX. Railroader offers insights into running all businesses. Howard Green’s highly personal biography is deeply researched, based on conversations with Harrison over several years.

In the 1850s, gold fever swept the West, but people had to walk, sail, or ride horses for months on end to seek their fortune. The question of faster, safer transportation was posed by national leaders. But with 1,800 miles of seemingly impenetrable mountains, searing deserts, and endless plains between the Missouri River and San Francisco, could a transcontinental railroad be built? It seemed impossible.

The transcontinental railroads of the late 19th century were the first corporate behemoths. Their attempts to generate profits from proliferating debt sparked devastating panics in the US economy. Their dependence on public largess drew them into the corridors of power, initiating new forms of corruption. Their operations rearranged space and time, and remade the landscape of the West. As wheel and rail, car and coal, they opened new worlds of work and ways of life.

In 1869, when the final spike was driven into the Transcontinental Railroad, few were prepared for its seismic aftershocks. Once a hodgepodge of short, squabbling lines, America's railways soon exploded into a titanic industry helmed by a pageant of speculators, crooks, and visionaries. The vicious competition between empire builders such as Cornelius Vanderbilt, Jay Gould, J. P. Morgan, and E. H. Harriman sparked stock market frenzies, panics, and crashes; provoked strikes; transformed the nation's geography; and culminated in a ferocious two-man battle....

At the end of 2008, Ford Motor Company was just months away from running out of cash. With the auto industry careening toward ruin, Congress offered all three Detroit automakers a bailout. General Motors and Chrysler grabbed the taxpayer lifeline, but Ford decided to save itself. Under the leadership of charismatic CEO Alan Mulally, Ford had already put together a bold plan to unify its divided global operations, transform its lackluster product lineup, and overcome a dys­functional culture of infighting, backstabbing, and excuses.

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.

Almost 10 years ago, Bloomberg journalist Brad Stone captured the rise of Amazon in his best seller The Everything Store. Since then, Amazon has expanded exponentially, inventing novel products like Alexa and disrupting countless industries, while its workforce has quintupled in size and its valuation has soared to nearly two trillion dollars.

When André de Ruyter took over as Eskom CEO in January 2020, he quickly realised why it was considered the toughest job in South Africa. Aside from neglected equipment, ageing power stations and an eroded skills base, he discovered that Eskom was crippled by corruption on a staggering scale. De Ruyter takes the listener inside the boardrooms and government meetings where South Africa’s future is shaped, with ministers often pulling in conflicting directions, and candidly reflects on his three years at the power utility.

In 1990, IBM had its most profitable year ever. By 1993, the company was on a watch list for extinction, victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.

Just as Steve Coll told the story of globalization through ExxonMobil and Andrew Ross Sorkin told the story of Wall Street excess through Too Big to Fail, Christopher Leonard’s Kochland uses the extraordinary account of how the biggest private company in the world grew to be that big to tell the story of modern corporate America.

In 2001, General Motors hired Bob Lutz out of retirement with a mandate to save the company by making great cars again. He launched a war against penny pinching, office politics, turf wars, and risk avoidance. After declaring bankruptcy during the recession of 2008, GM is back on track thanks to its embrace of Lutz's philosophy. When Lutz got into the auto business in the early sixties, CEOs knew that if you captured the public's imagination with great cars, the money would follow.

Glory Lost and Found: How Delta Climbed from Despair to Dominance in the Post-9/11 Era tells the story of Delta's dramatic tumble into bankruptcy and how it climbed its way back to pre-eminence despite hurricane-force headwinds: high fuel prices, a hostile takeover bid, relentless competition, economic meltdowns, and geopolitical shocks.

The modern American economy was the creation of four men: Andrew Carnegie, John D. Rockefeller, Jay Gould, and J. P. Morgan. They were the giants of the Gilded Age, a moment of riotous growth that established America as the richest, most inventive, and most productive country on the planet. Acclaimed author Charles R. Morris vividly brings these men and their times to life. The Tycoons tells the incredible story of how these four determined men wrenched the economy into the modern age, inventing a nation of full economic participation that could not have been imagined earlier.

For decades there have been two iconic Japanese auto companies. One has been endlessly studied and written about. The other has been generally underappreciated and misunderstood. Until now. Since its birth as a motorcycle company in 1949, Honda has steadily grown into the world’s fifth largest automaker and top engine manufacturer, as well as one of the most beloved, most profitable, and most consistently innovative multinational corporations.

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).

At the end of 2008, Ford Motor Company was just months away from running out of cash. With the auto industry careening toward ruin, Congress offered all three Detroit automakers a bailout. General Motors and Chrysler grabbed the taxpayer lifeline, but Ford decided to save itself. Under the leadership of charismatic CEO Alan Mulally, Ford had already put together a bold plan to unify its divided global operations, transform its lackluster product lineup, and overcome a dys­functional culture of infighting, backstabbing, and excuses.

Based on the chart-topping Business Wars podcast, stories, and lessons from history’s greatest business rivalries, interspersed with audio clips from the podcast. Using Chinese military genius Sun Tzu’s strategies as a guide, Brown examines why some companies triumph while others crumble....

In Autonomy, former GM executive and current advisor to the Google Self-Driving Car project Lawrence Burns offers a sweeping history of the race to make the driverless car a reality. In the past decade, Silicon Valley companies like Google, Tesla and Uber have positioned themselves to revolutionize the way we move around by developing driverless vehicles while traditional auto companies like General Motors, Ford, and Daimler have been fighting back by partnering by with new tech start-ups.

Las Vegas is gambling's mecca - Sin City the Entertainment Capital of the World with 40 million visitors a year. But that's just part of the story. This carefully documented history tracks the rise of Las Vegas from its vital role in World War II, of the Rat Pack era of the 50s, the explosive growth of the 90s, and it's colossal collapse in the post 2008 real-estate crash. It offers a history of the iconic Strip, but also profiles the neighborhoods where over 2 million people live.

In 1990, IBM had its most profitable year ever. By 1993, the company was on a watch list for extinction, victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.

When Hu Jintao, China's then vice president, came to visit the New York Stock Exchange and Ground Zero in 2002, he asked Hank Paulson to be his guide. It was a testament to the pivotal role that Goldman Sachs played in helping China experiment with private enterprise. In Dealing with China, the best-selling author of On the Brink draws on his unprecedented access to both the political and business leaders of modern China to answer several key questions.

In 1984, soon-to-be college dropout Michael Dell hid signs of his fledgling PC business in the bathroom of his University of Texas dorm room. Almost 30 years later, at the pinnacle of his success as founder and leader of Dell Technologies, he found himself embroiled in a battle for his company’s survival. What he’d do next could ensure its legacy — or destroy it completely.

This first real look inside Team Obama mixes political warfare and big-business shakeups in equal proportions, and comes from a uniquely informed source. Steve Rattner is not just the man brought in by the president to save the auto industry, he is a former New York Times financial reporter who also earned a place among the top tier of Wall Street's most informed investment bankers and corporate experts.

Six months after its American introduction in 1985, the Yugo was a punch line; within a year, it was a staple of late-night comedy. By 2000, NPR's Car Talk declared it "the worst car of the millennium." And for most Americans that's where the story begins and ends. Hardly. The short, unhappy life of the car, the men who built it, the men who imported it, and the decade that embraced and discarded it is rollicking and astounding, and it is one of the greatest untold business-cum-morality tales of the 1980s.

Built To Last, the defining management study of the 90s, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?