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Making Innovation Work presents a formal innovation process proven to work at HP, Microsoft and Toyota, to help ordinary managers drive top and bottom line growth from innovation. The authors have drawn on their unsurpassed innovation consulting experience -- as well as the most thorough review of innovation research ever performed. They'll show�what works, what doesn't, and how to use�management tools to dramatically increase the payoff from�innovation investments.�Learn how to define the right strategy effective innovation; how to structure�an organization to innovate best; how to implement management systems to assess ongoing innovation; how to incentivize teams to deliver, and much more. This book offers the first authoritative guide to using metrics at every step of the innovation process -- from idea creation and selection through prototyping and commercialization.

• Sales Rank: #492131 in Books
• Published on: 2005-08-01
• Original language: English
• Number of items: 1
• Dimensions: 9.30" h x 1.21" w x 6.40" l, 1.38 pounds
• Binding: Hardcover
• 368 pages

About the Author

Tony Davila is a faculty member of Stanford's Graduate School of Business. Building on his doctoral work at the Harvard Business School, he works with both large industrial companies and Silicon Valley startups to design management control and performance measurement systems that drive innovation. He has been published in Harvard Business Review, Research Policy, and other leading journals.

Marc J. Epstein has been a visiting professor and Hansjoerg Wyss visiting scholar at Harvard Business School and a distinguished research professor at Rice University's Jones Graduate School of Management. He has been a senior consultant to leading corporations and governments for over twenty-five years, specializing in strategy implementation, innovation, governance, accountability, and performance metrics. Epstein has also served as a professor at Stanford Business School and INSEAD.

Robert Shelton is managing director of Navigant Consulting's Innovation practice. His client list is a "who's who" of innovative Fortune 500s, including leaders in the electronics, energy, health care, automotive, consumer goods, software, and aerospace industries. Shelton has served as vice president and managing director with Arthur D. Little and as managing director of the Technology and Innovation Management practice at SRI International (formerly Stanford Research Institute). His work has been referenced in media ranging from The Wall Street Journal to CNN Financial News.

� Copyright Pearson Education. All rights reserved.

Excerpt. � Reprinted by permission. All rights reserved.
MAKING INNOVATION WORK MAKING INNOVATION WORK: HOWTO MANAGE IT, MEASURE IT, AND PROFIT FROM IT INTRODUCTION

Much that is held as common wisdom regarding how successful innovation is managed is wrong. It seems that somewhere along the line, the correct set of rules of innovation have been misplaced, distorted, or simply misinterpreted. This is not to say that organizations are not innovative—obviously many are. But how and why these companies are innovative is very different than what many managers think.

This book challenges the prevalent misconceptions about innovation, and lays out the tools and processes necessary for an organization to harness and execute innovation.

The following chapters show that, contrary to popular belief:

• Innovation does not require a revolution inside companies. What it does require is thoughtful construction of solid management processes and an organization that can get things done.

• Innovation is not alchemy, with mystifying transformations. It's much more like the basic blocking and tackling of other key business functions.

• Innovation is not primarily about creativity and having a "creative culture." Many companies find that coming up with good-to-great ideas is the easy part; the hard stuff is selecting the right ideas and implementing them.

• Nor is it solely about processes and stage-gate tools. These do count, but tools and processes alone are not effective—they must be coupled with an organization, metrics, and rewards that can make things happen.

• Innovation does not focus exclusively on cool new technology. Developing new business models and new strategies are every bit as important—sometimes more.

• Innovation is not something that every company needs in large quantities. Innovation must match the opportunity and the competencies of the organization—sometimes, with good timing, a little goes a long way.

Making Innovation Work provides three new, important perspectives for senior managers:

Innovation, like many business functions, is a management process that requires specific tools, rules and discipline—it is not mysterious. Execution is simple once it is clear how the pieces fit together. Company executives typically complain that they cannot get innovation accomplished in their organizations. Making Innovation Work presents an integrated framework, formal processes and tools that all managers can use to create top- and bottom-line growth from innovation. The book describes how to use these standard management tools (such as strategy, organizational design and structure, management systems, performance evaluation, people, and rewards) to dramatically increase the payoffs from innovation investments.

Innovation requires measurement and incentives to deliver sustained, high yields. Remember the saying, "You can't manage what you can't measure"? That certainly holds true for innovation, but many managers have only paid lip service to this crucial aspect. Many companies measure the wrong things and provide incentives for behavior that corrodes the systems and processes that support innovation. Making Innovation Work shows how to use metrics and incentives to manage every facet of innovation from creating the ideas, through selecting and forming the prototype innovations, and all the way through to commercialization. The book has metrics and incentives that can be used by companies of all sizes, complexities, and in all types of industry.

Companies can use innovation to redefine an industry by employing combinations of business model innovation and technology innovation. This book shows how to integrate changes in the existing business model and technology to redefine the competitive environment of an industry—the way Apple Computers did with the sequential introduction of iPod (a technology change) and iTunes (a business model change). Most companies are significantly better at one or the other, but few have a truly integrated capability for both significant business model and technology innovation. Making Innovation Work presents a unique framework that allows management to harness the power of both business model innovation and technology innovation and by combining them, create competitive advantage, grow, and significantly affect the direction of the industry.

The truth is that there is not much that is truly new about innovation. The basics have not changed for centuries. However, we have become smarter about managing innovation. By analyzing what has worked really well and what has not, Making Innovation Work provides new insights into how to execute innovation. It breaks things into manageable pieces that can be applied in any company.

Two ideas shape the foundations of this book:

Innovation is a necessary ingredient for sustained success—it protects your tangible and intangible assets against the erosion of the market.

Innovation is an integral part of the business, and as such it has to be managed—it is not a "nice-to-have" element or something that occurs on its own.

Innovation is imperative to grow your top and bottom lines. Innovation produces changes that are essential to survival of the company.

Innovation is not about secret formulas; it is about good management. The book identifies the seven Innovation Rules of good innovation management:

• Strong leadership that defines the innovation strategy designs innovation portfolios, and encourages truly significant value creation.

• Innovation is an integral part of the company's business mentality.

• Innovation is matched to the company business strategy including selection of the innovation strategy (Play-to-Win or Play-Not–to-Lose).

• Balance creativity and value capture so that the company generates successful new ideas and gets the maximum return on its investment.

• Neutralize organizational antibodies that kill off good ideas because they are different from the norm.

• Innovation networks inside and outside the organization because networks, not individuals, are the basic building blocks of innovation.

• Correct metrics and rewards to make innovation manageable and to produce the right behavior.

We have spent our lives working on innovation. This book is the result of years of research in the field as well as through surveys grounded on a thorough analysis of the academic and practical literature and extensive experience working with companies to enhance the value they create from innovation. Specifically, we have identified what companies need to do to become more innovative and to improve performance in innovation—and we understand why some companies fail at innovation. As part of our analysis, we examined the practices of leading companies in a range of industries through extensive surveying and numerous company interactions. In addition, we have talked with and helped senior managers in the companies in a variety of contexts and deeply researched their management practices.

Corporate CEOs that we've interacted with repeatedly mention their dissatisfaction with the innovation in their organizations. In some cases, incremental innovation crowds out larger innovations, leading to an unbalanced portfolio that rewards short-term at the expense of long-term survival. Sometimes these managers blame bureaucracy; in other instances, culture is the identified culprit. However, they all perceive selected elements of their organizations as working against the kind of innovation that is necessary to compete today. Some managers have even given up on their organization; they feel that their only hope is to buy innovation outside the organization and leverage their market power to generate value. For many, that could be a fatal mistake.

There is no silver bullet for innovation, no one formula or structure for innovation that will work for every organization. However, our research has shown that there are clear ways in which companies can improve their innovation results, create value, and grow.

Because the "how" of innovation is all-important in determining results, this book does what books focused on innovation strategy cannot—Making Innovation Work provides the context, framework, tools, and operating guidelines to actually make innovation happen better in your organization. And it provides the approaches to tailor innovation to a company's particular situation, business strategy, culture, technological acumen, and appetite for risk.

Making Innovation Work goes beyond ideas and inspiration to offer practical, tested advice on how to create value from the innovation investment on the level of day-to-day processes, as well as at the strategic level. It describes how to maximize your company's value by integrating the different types of innovation—incremental, semi-radical, and radical—and creating a balanced portfolio of innovations. And the book covers the entire chain of innovation tools from A through Z, so it is possible to troubleshoot your company's situation and identify what needs to be improved to maximize value for your company's particular situation and need.

Objective of This Book

• Where is your company?

• Evaluating the innovation state of your company

• Assessing the options going forward

• How to design an innovation strategy

• Adapting an innovation strategy that fits your company

• Creating a balanced innovation portfolio

• How to manage innovation

• Fighting organizational antibodies—from bureaucracy to not-invented-here syndrome

• Leveraging technology to design the innovation processes

• How to measure and reward innovation

• Designing measures that encourage innovation

• Incentives and recognition for innovation success

A Word About the Book

The seven Innovation Rules are guiding principles for executing innovation in any company, business unit, non-profit organization, or government entity. You can attain the goals embodied in the Innovation Rules by using the standard management tools—strategy, structure, leadership, management systems, and people. Because organizations are complex, no single tool is sufficient to reach any one of the goals. Every one of the Innovation Rules requires several tools as shown in Figure I.1. Black indicates that the topic is analyzed to significant depth in the chapter, gray indicates that the topic addressed to some extent, and white indicates that the topic is only slightly touched upon.

FIGURE I.1
INNOVATION RULES AND MANAGEMENT TOOLS.

For example, the first goal, Exerting Strong Leadership, requires that the CEO and the management team focus primarily on defining the innovation model, selecting the innovation strategy, and enabling the correct culture. Leadership has special responsibility for managing those three tools.

Leadership needs to define the role of business model innovation and technology innovation for the company (such as by defining the Innovation Model). Both are important to successful innovation, but often a company does not have the full set of capabilities required to deliver effective combinations of both. Without a clear, accepted definition of the innovation model and an understanding of the importance of both business model innovation and technology innovation, a company will not be able to create industry changing innovations or avoid being blindsided by innovations that they cannot effectively counter. For example, overreliance on technology innovation led to HP's inability to match Dell's business model change selling PCs and servers via the Internet.

In addition, effective leadership requires a clear decision on the innovation strategy, selecting either a Play-to–Win (PTW) or a Play-Not-to-Lose (PNTL) strategy. A company can execute one strategy or the other, but it cannot do both effectively. Without a clear decision on the roles of technology change and business model change in that strategy, the execution becomes muddled and resources are not properly allocated. For example, the R&D department might decide to produce major breakthrough technologies for new products, consistent with a PTW strategy, while the business unit managers have decided that they need to provide strong support for existing products. The product managers are focusing on the ability to stay even competitively, consistent with a PNTL strategy. This conflict results in costly inefficiencies and nasty internal fights. Selecting the strategy and ensuring alignment in the organization is leadership's responsibility.

Managing the innovation model and selecting the strategy are keys to short- and medium-term success; however, preserving the beneficial elements of the existing culture of the company and changing the deleterious elements is the key to long-term success. Leadership needs to be involved in the cultural aspects of innovation. A company that does not monitor its innovation culture and make improvements to selected portions will see its competitive advantage wither over the long haul. This is what happened to Polaroid as the company found itself stuck with an innovation culture that was mired in old mindsets and practices. And Polaroid is not alone in this regard; maintaining the correct culture is a challenge for every successful company. Success often creates cultures that are unwilling to change. Leadership should be held accountable for the innovative culture of the company, and the leaders should be judged on how effectively they contribute to capabilities for long-term, sustained innovation as well as short-term growth.

Defining the innovation model, selecting the strategy, and guiding the evolution of the culture must be the major responsibility for the senior management team. No one else can shoulder that responsibility as effectively.

Leadership's secondary focus should be on metrics, rewards, and organizational learning. Leadership should oversee the development and implementation of metrics and rewards to ensure that they support the company strategy and culture. Measurement precedes management (as in 'what gets measured gets managed') and rewards reinforce acceptable behavior. Leadership should also be held accountable for oversight of organizational learning and change because a company must be able to meet changing conditions and new challenges.

Finally, attaining the leadership goal requires a lower level of involvement (oversight and guidance) on the innovation organization and the processes. Otherwise, these elements could significantly hinder the innovation effort. However, the CEO and the senior executives do not need to be intimately involved in designing and operating these elements of innovation. That is primarily the job of others, using the guidance and direction from the selected strategy and the portfolio.

This is one example. The following chapters describe how to achieve each of the seven Innovation Rules using the standard management tools.

Execution of innovation is actually not any more difficult than other management activities, such as manufacturing or financial control. However, there are many half-truths and myths surrounding innovation that have made it appear more complex than it is. Making Innovation Work replaces the myths and half-truths with clear direction on how to manage and execute innovation in any organization.

� Copyright Pearson Education. All rights reserved.

Most helpful customer reviews

10 of 10 people found the following review helpful.
Good message, but you might drown in fluff
By Lauri Kauppila
I'm a fresh MIT graduate, and found this book a fun and insightful read. Much like other reviewers, I think this book has a nicely balanced and realistic view of innovation, stemming probably from the authors' extensive experiences. After the ridiculous amount of innovation hype at MIT, this was like a breath of fresh air that put all of that into a proper context. The book considers *both* radical and incremental innovation, whereas all my other sources (school, magazines, etc.) have pounded me with only radical innovation. Both have their place in business, and this book has down-to-earth advice about how managers can deal with them. It also helps me as an engineer to know how my work fits into the bigger picture.

So the general message and organization is good, but I give this book 3 stars because of the writing. The book is *full* of un-insightful one-liner anecdotes/examples, which dilute the message and make this a long and confusing book to read. It's difficult to get through it!

Anecdotes about how companies succeeded are usually taken entirely out of context and given no further support. Conveniently... they always support the authors' views. In the end I don't actually understand anything that went on in the minds of Dell, Apple, Nokia, etc. etc. etc. after reading a whole book's worth of random one-liners. Nothing in those anecdotes proves - heck, indicates - how exactly *that* strategy brought the company out of a problem or *caused* success. Tired (from reading those examples every two sentences) readers might believe the message, but critical ones will recognize it as over-simplified fluff.

This book just needs a new version. The authors need to radically cut down on the number of examples, and add in some substance to the ones they keep. After I marked all the important parts in the book (about 1/4), the book is making a lot more sense on a second quick read. Now it's finally clear enough that I can critically think about what it's trying to say

21 of 21 people found the following review helpful.
A Fresh Look at Nothing New
By Craig L. Howe
There is a dire need for a fresh look at innovation.

Contrary to popular belief, the authors assert, much of what is held as common wisdom regarding how innovation is managed is wrong. Tony Davila, a faculty member of Stanford's Graduate School of Business, Marc Epstein, a research professor at Rice University's School of Management, and Robert Shelton, managing director of Navigant Consulting's Innovation practice write that contrary to popular belief, innovation:

* Does not require a revolution.

* Is not alchemy

* Does not require a "creative" culture.

* Is not solely about processes and stage-gate tools.

* Does not focus exclusively on new technology.

* Is not needed in copious quantities.

The authors write that innovation, like many business functions, is a management process that requires tools, rules and discipline. It needs to be measured and promoted if sustained, high yields are going to be delivered. It is a necessary ingredient to safeguard an organization's tangible and intangible assets. In short, it is a vital and must be managed.

To do so, the book identifies seven rules:

1. Strong leadership encourages value creation.

2. Innovation is a vital part of an organization's mentality.

3. Innovation matches the organization's business strategy.

4. Creativity and value creation are balanced.

5. Seek to neutralize forces that discourage good ideas.

6. Networks, not individuals, are the building blocks of innovation.

7. Metrics and rewards make innovation manageable.

Execution of innovation is not difficult, the authors conclude. It is similar to other management activities, such as manufacturing or financial control. There are no secret formulas. This book replaces the myths and half-truths with clear and concise thinking on how to manage and execute innovation.

22 of 22 people found the following review helpful.
Measurable Innovation From the Ground Up as the Key for Future Success
By Ed Uyeshima
Many CEOs speak of the need for innovation in their companies, but few know how to sustain such a nebulous culture especially during economic downturns. There is a commonly held perception that allowing such creativity necessitates a laissez-faire atmosphere, but co-authors Mark Epstein, Robert Shelton and Tony Davila offer the counterintuitive belief that a culture of innovation requires focused leadership, creative but viable metrics, an emphasis on business models rather than individual products and an incentive program that rewards the high-stakes innovation that is lacking within a company. It's a relatively daring concept but a vital one well researched and succinctly presented by this trio - Epstein and Davila are academics teaching at Stanford and Harvard and Shelton is a managing director of Navigant Consulting's Innovation practice.

What becomes clear from this treatise is that innovation is a process that only starts with creativity, which includes idea generation, prototyping, experimentation and idea selection. But it needs to end with value capture, which encompasses project management, market planning, manufacturing, and commercial rollout. Often a company is good at either end of this spectrum - creativity or value capture - but not both. Epstein, Shelton and Davila assert that it is not an either-or proposition that companies need to pay attention to both to succeed in the long term.

The co-authors credibly attribute one of the failures to sustaining innovation to what they call "rampant incrementalism". How they define this concept is the idea that people get so focused on incremental innovation that they cut off the bigger, more revolutionary ideas that could reap bigger rewards. The key is to have the right balance in the product portfolio - enough small projects to bring in steady revenue in order to support riskier projects that have the potential to produce the huge profits if they succeed. The fulcrum will be how much risk a company is willing to take and for someone to push the envelope to realize that optimal balance.

The co-authors go as far as anointing a chief innovation officer, whose role is to stimulate the desired behavior companywide and eliminate constraints by integrating the technology and the business-model thinking. The new "CIO" can help the company focus on three particular aspects of the innovation rules:

-- Networks that link the internal and external partners in the collaborative activities required to bring about innovation

-- Balance in the processes that deliver creativity and capture value, from idea generation to commercialization

-- Metrics that provide feedback and guidance to management

The third element is the most intriguing component as it is essential in ensuring innovation thrives given that true innovators must be rewarded. Deciding what to measure is the most critical step. For example, many companies only measure whether projects are on time and on budget. But proper measurement has to occur at the company-wide level. The co-authors stress that heretofore nebulous factors need to be quantified, for example, measures around questions such as "Am I having the right type of ideas, selecting the right portfolio of products, and delivering on the innovations and the ideas that the organization is coming up with?"

Many companies measure results in the traditional sense by using finance-based metrics. But Epstein et al state convincingly that non-financial measures are preferable because they give better real-time, granular evaluations of progress and likelihood of success. Creating the right innovation model and measuring its performance are crucial.

The best advice in the book is reserved for the CEO, who has to take a good, hard look at the company and assess the innovation inputs, processes, outputs, and outcomes needed to meet business objectives. The CEO then needs to populate those four categories with measures that make sense for the company's innovation portfolio, at which point the creativity and value capture, culture, and overall business strategy will follow suit. Epstein, Shelton and Davila have convinced me that innovation has to start at that fundamental level to succeed.

See all 28 customer reviews...

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A pioneering urban economist offers fascinating, even inspiring proof that the city is humanity's greatest invention and our best hope for the future.

America is an urban nation. More than two thirds of us live on the 3 percent of land that contains our cities. Yet cities get a bad rap: they're dirty, poor, unhealthy, crime ridden, expensive, environmentally unfriendly... Or are they?

As Edward Glaeser proves in this myth-shattering book, cities are actually the healthiest, greenest, and richest (in cultural and economic terms) places to live. New Yorkers, for instance, live longer than other Americans; heart disease and cancer rates are lower in Gotham than in the nation as a whole. More than half of America's income is earned in twenty-two metropolitan areas. And city dwellers use, on average, 40 percent less energy than suburbanites.

Glaeser travels through history and around the globe to reveal the hidden workings of cities and how they bring out the best in humankind. Even the worst cities-Kinshasa, Kolkata, Lagos- confer surprising benefits on the people who flock to them, including better health and more jobs than the rural areas that surround them. Glaeser visits Bangalore and Silicon Valley, whose strangely similar histories prove how essential education is to urban success and how new technology actually encourages people to gather together physically. He discovers why Detroit is dying while other old industrial cities-Chicago, Boston, New York-thrive. He investigates why a new house costs 350 percent more in Los Angeles than in Houston, even though building costs are only 25 percent higher in L.A. He pinpoints the single factor that most influences urban growth-January temperatures-and explains how certain chilly cities manage to defy that link. He explains how West Coast environmentalists have harmed the environment, and how struggling cities from Youngstown to New Orleans can "shrink to greatness." And he exposes the dangerous anti-urban political bias that is harming both cities and the entire country.

Using intrepid reportage, keen analysis, and eloquent argument, Glaeser makes an impassioned case for the city's import and splendor. He reminds us forcefully why we should nurture our cities or suffer consequences that will hurt us all, no matter where we live.

• Sales Rank: #132614 in Books
• Published on: 2011-02-10
• Released on: 2011-02-10
• Original language: English
• Number of items: 1
• Dimensions: 9.56" h x 1.13" w x 6.50" l, 1.32 pounds
• Binding: Hardcover
• 352 pages

From Booklist
Glaeser�s academic specialty, urban economics, informs his survey of how cities around the world thrive and wither. Using a range of expository forms�history, biography, economic research, and personal story�he defines what makes a city successful. That changes through time, and a flourishing Industrial Age model may not work in the service-age economy, as rust-belt towns like Detroit have learned. One thing constantly attracts people to one city rather than another�how much housing construction is permitted. Restrictive places, such as New York City, coastal California, and Paris, have a tight housing supply with prices only the wealthy can afford. Hence, middle-class people move to the suburbs or cities like Houston. Other features of metropolises�their incidences of poverty and crime, traffic congestion, quality of schools, and cultural amenities�also figure in Glaeser�s analysis. Whatever the city under discussion, Mumbai or Woodlands, Texas, Glaeser is discerning and independent; for example, he believes that historic preservation isn�t an unalloyed good and that bigger, denser cities militate against global warming. Thought-provoking material for urban-affairs students. --Gilbert Taylor

Review
"If you live in a city, if you're planning on living in a city, if you ever lived in a city-this is a great book to read to give yourself a nice feeling of what you're accomplishing. It's a tremendous book."
-Jon Stewart, Host of "The Daily Show"
"Edward Glaeser is one of the world's most brilliant economists, and "Triumph of the City" is a masterpiece. Seamlessly combining economics and history, he explains why cities are 'our species' greatest invention.' This beautifully written book makes clear how cities have not only survived but thrived, even as modern technology has seemingly made one's physical location less important."
-Steven D. Levitt, co-author of "Freakonomics" and "SuperFreakonomics"; professor of economics at the University of Chicago
"If you would like to improve slums, turn poverty into prosperity, or get a grip on urban sprawl, read this thoughtful and thought-provoking book."
-Simon Johnson, author of "13 Bankers"; professor of entre

About the Author
Edward L. Glaeser is the Fred and Eleanor Glimp Professor of Economics at Harvard University. He studies the economics of cities, housing, segregation, obesity, crime, innovation and other subjects, and writes about many of these issues for Economix. He serves as the director of the Taubman Center for State and Local Government and the Rappaport Institute for Greater Boston. He is also a senior fellow at the Manhattan Institute. He received his Ph.D. from the University of Chicago in 1992.

Most helpful customer reviews

3 of 3 people found the following review helpful.
Overall, this is not a bad book, but it is not a great book either
By Heather L. Westerberg
This book offers some interesting narrative on the history of cities, but Glaeser's arguments about the importance of cities in the modern world fall a little flat. His historical perspective is compelling, largely due to the fact that he is able to give real life examples of cities throughout history to bolster his narrative. The main gist of his argument is that cities bring people together, and it is only because of this that civilization can advance. While this might have been true historically, I do not necessarily believe that this will remain true of civilization in the future.

For example, he argues that telecommunication and technology cannot replace face-to-face interaction, but this is not necessarily true. More and more people work from home, and some studies have demonstrated that these people are actually more productive than those who are in a face-to-face office environment. I think that this type of interaction will become more pronounced as technology advances, eventually eliminating the need for a centralized office environment altogether.

Glaeser is more successful with his economic arguments, which makes sense, since he is an economist. However, he relies too heavily on correlation to prove his points, and we all know that correlation does not necessarily equate to causation. When he delves into environmentalism, his arguments just seem tacked on and unsupported in order to add a PC chapter on climate change. How stuffing more and more people into an urban setting without addressing the underlying problem of population growth makes little sense. His arguments are solely based upon carbon emissions as the issue.

Overall, this is not a bad book, but it is not a great book either. The historical bits are more interesting than the persuasive bits. It is a bit longer than necessary and jumps around without clear structure. I also have a major issue with him not directly citing his sources throughout the book via footnotes or endnotes. Instead, he has a section of sources at the end that aren't linked to anything in particular, so actually fact-checking some of his statistics or suppositions is a fairly difficult endeavor, as if he were intentionally trying to obfuscate his sources.

3 of 3 people found the following review helpful.
Great Cities: Where Smart People Gather to Live and Work
By John Mccarthy
This book is a hymn to the civic value and importance of city life...For it is Glaeser's contention that it is city life, where smart people gather to live and work, that is the mother of invention, productivity and entrepreneurship and that these three factors, above all, are the sine qua non of great cities and great civic life.

Yes, successful cities need other basic things like clean water, good schools, alert and aggressive policing, an abundance of good housing options, safe and attractive public places, and a pro business, pro development public sector, but it is the gathering together in close proximity of large numbers of bright, entrepreneurial people that is the ultimate life-source of great urban living....Ultimately, for Glaeser, it is great wealth that makes for great cities. New York, Boston and Houston are - each for partially different reasons - the exemplar cities of his thesis. LA,though he doesn't say it, would seem to be the anti-city of his thesis.

This is a wonderful book..full of engaging and interesting facts...that builds to a compelling thesis about the value and importance of great cities, and of the bedrock foundational conditions underlying their greatness.
.

0 of 0 people found the following review helpful.
yet they are offered in a easy to comprehend way and without ruining the pleasant rhythm ...
By Martin Miliev
Glaeser writes extremely well for an economist. The book offers plenty of data and statistics, yet they are offered in a easy to comprehend way and without ruining the pleasant rhythm of the book.
The book might be seem a bit outdated, yet it still rings true on most topics. Would love to hear more from Glaeser on the current state of San Francisco and Seattle.
Last, the author makes some compelling arguments for high rise buildings, but I am still not giving up on old buildings.

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Prepare for success in pharmacology and on the NCLEX Examination with the Study Guide for Pharmacology and the Nursing Process, 8th Edition. Designed to accompany Lilley’s Pharmacology and the Nursing Process, 8th Edition textbook, this workbook features worksheets for each chapter that include NCLEX-RN� Examination-style review questions, critical thinking and application questions, case studies, and other educationally sound learning activities.

• Chapter-by-chapter worksheets are divided into 3 main sections: Chapter Review and NCLEX Examination Preparation, Critical Thinking and Application, and Case Study.
• Focus on prioritization features at least one prioritization exercise in which the reader must evaluate a clinical scenario and answer the question: "What is the nurse’s best action?"
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• NEW! Updated content is completely current and consistent with the Lilley textbook.

• Sales Rank: #14500 in Books
• Published on: 2016-02-10
• Original language: English
• Number of items: 1
• Dimensions: 10.80" h x .50" w x 8.40" l,
• Binding: Paperback
• 272 pages

Most helpful customer reviews

0 of 0 people found the following review helpful.
Bad editing (and greed?) make for a sloppy, error filled work
By Archer
This study guide is shockingly badly edited! There are numerous serious, and confusing, errors in numbering of questions and answers. In some cases, the total number of "answers" fails to match up with the number of "questions." In other cases, the order of questions appears to have been changed (perhaps as one of the important changes that made it necessary to publish that new edition) but the answer order was left unchanged, resulting in substantive errors. Any half careful read by the author or editor would have fixed these things.

0 of 1 people found the following review helpful.
A SN must have!
By Candi Cabral
Highly recommended as a supplement for all nursing student!

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There is no one better qualified to tell us about the failures of the American financial system and the grotesque abuses that have taken place in recent years than John Bogle, who as founder and former chief executive of the Vanguard mutual funds group has seen firsthand the innermost workings of the financial industry. A zealous advocate for the small investor for more than fifty years, Bogle has championed the restoration of integrity in industry practices. As an astute observer and commentator, he knows that a trustworthy business and financial complex is essential to America’s continuing leadership in the world and to social and economic progress at home.
This book tells not just a story about what went wrong but, more important, the story of why we lost our way and of how we can right our course. Bogle argues for a return to a governance structure in which owners’ capital that has been put at risk is used in their interests rather than in the interests of corporate and financial managers. Given that ownership is now consolidated in the hands of relatively few large mutual and pension funds, the specific reforms Bogle details in this book are essential as well as practical. Every investor, analyst, Wall-Streeter, policy maker, and businessperson should read this deeply informed book.

• Sales Rank: #464053 in Books
• Published on: 2005-11-01
• Original language: English
• Number of items: 1
• Dimensions: 9.25" h x 1.06" w x 6.13" l, 1.10 pounds
• Binding: Hardcover
• 288 pages

From Publishers Weekly
Despite its inflated title, this volume is a worthy jeremiad against corporate excess, especially the kind hastened by the mutual fund industry that Bogle, former CEO of low-cost Vanguard, knows well. Among the problems: inflated executive compensation and creative accounting that allows companies to claim profits even when they're in the red. Mutual fund companies, Bogle charges, care more about short-term results than long-term value, and many of them gain profits for larger parent corporations by charging investors unnecessary fees that undermine the funds' net returns. To remedy such problems, Bogle writes, mutual fund owners and their fiduciaries must exercise the corporate responsibility they now shirk, and fund boards must be reshaped to serve the interests of shareholders. He advances in all seriousness Warren Buffett's once-joking idea for a high tax on short-term trading gains and calls for a federal commission to examine the way pension funds are managed, as well as the state of our retirement systems in general. While other recent books, such as David Swensen's Unconventional Success: A Fundamental Approach to Personal Investment, marry similar criticisms with more advice for individual investors, Bogle—a rock-ribbed Republican businessman—still deserves attention in the precincts of power. (Oct.)
Copyright � Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

Review
"This is an important book for the post-Enron era. In his characteristic hard hitting style, one of the legends of the mutual fund industry presents an insider’s view of what’s wrong with corporate America and what can be done to improve it."—Burton G. Malkiel, Princeton University (Burton G. Malkiel)

Simply put, capitalism has too many characters and not enough men of character. When one of the few tells us that the system he loves is ailing, and how he'd fix it, we had best listen."—Cliff Asness Ph.D., Managing and Founding Principal, AQR Capital Management

(Cliff Asness)

"In his characteristic style, Bogle delivers strong medicine for what ails our capital markets and corporate governance framework. Not all will agree with everything that he has written, but they would be wise to take note, as his message is resounding and his proposals go to the heart of crucial debates about management, ownership, and value creation."— Devin Wenig, President, Business Divisions, Reuters Group

(Devin Wenig)

“Jack Bogle has written a brilliant and insightful book that highlights the many ways that our economy has suffered because managers have placed their own economic interests ahead of those of owners and investors. Bogle offers prescriptions that, if enacted, will help prevent a repeat of the scandals that we have witnessed over the past five years.”—Eliot Spitzer, Attorney General, New York

(Eliot Spitzer)

"John Bogle has written an insightful book with great historical and contemporary perspective. His analysis of what has gone wrong and what needs to be done should be required reading for students, financial practitioners, and official policymakers."—Henry Kaufman, President of Henry Kaufman and Company, Inc.

(Henry Kaufman)

"This is a must-read book for anyone interested in how to restore badly needed integrity, and efficiency, to our capital markets."—Honorable Peter G. Peterson

(Honorable Peter G. Peterson)

"Bogle describes the continuous struggle for control of our capitalistic system, the odds being heavily in favor of the�managers. �Individual investors and beneficiaries remain helpless,�intermediaries are passive or conflicted, and boards not yet effective. �You owe it to yourself to�read this book and�reflect�on his call�for further federal intervention to restore some balance."—Ira Millstein, Senior Partner, Weil, Gotshal & Manges LLP�� (Ira Millstein)

"A wake-up call to policy makers. Anyone who cares about the future of [America] needs to read [this] book."—Jack Treynor, President of Treynor Capital Management, Inc.

(Jack Treynor)

"Once again Jack Bogle is the clearest and most courageous voice pointing out critical flaws in our governance and financial system but also showing in constructive, brilliant ways how to make the timely repairs. This book presents a rare blend of erudition, experience, and utility. It should be required reading for CEOs, public policy leaders, and MBA students—if not all informed investors."—Jeffrey Sonnenfeld, Yale University

(Jeffrey Sonnenfeld)

"In this tour de force, Bogle subjects corporate America to a forceful critique.�Keen insights, rich experience, and moral courage shine throughout.�Anyone interested in our corporate system should read this book, and those who do will never see corporate America the same again."—Lucian Bebchuk, Harvard University�

(Lucian Bebchuk)

"This superb book should be a required reading for every business student in college.�Like a fine surgeon, Jack Bogle dissects what is wrong with the capital markets from an investor’s view, and at the same time provides a well-reasoned cure."—Lynn Turner, Former Chief Accountant of the U.S. Securities and Exchange Commission

(Lynn Turner)

"Jack Bogle has done more to protect corporate shareholders from mounting abuses at the hands of greedy and negligent CEOs, directors, and money managers than anyone in America. The case he makes here is so powerful and well reasoned that our Washington politicians will be hard pressed to ignore it."—Mario Cuomo, 52nd Governor, New York State

(Mario Cuomo)

"John Bogle has done more to help ordinary investors than any other person in America today.�He continues his battle on behalf of shareholders with this impassioned new book.�Every investor and every policy maker should read his ideas for reform."—Peter Fitzgerald, U.S. Senator for Illinois, Retired (Peter Fitzgerald)

"The American wage earners’ pension and 401(k) savings are now a major source of capital.�Incredibly, although the source of capital is democratized, wealth is more concentrated. Jack Bogle finds this contradiction unacceptable and in this book shows us how to democratize the rewards of capitalism."—Ray Carey, author of Democratic Capitalism: The Way to a World of Peace and Plenty

(Ray Carey)

"This book is a gift to the reading and investing public. Bogle uniquely understands mutual funds and everyone needs to listen when he warns of the deceptions that have plagued the industry. Investors will profit if they follow his simple straightforward advice."—Robert A.G. Monks, author of Corporate Governance

(Robert A.G. Monks)

"Jack Bogle’s The Battle for the Soul of Capitalism is arguably the most important treatise on the bubble era. Policymakers, investment fiduciaries and individual investors should read and act upon Bogle’s prescriptions. The stakes are high: our collective financial souls."—Steve Galbraith, Limited Partner, Maverick Capital

(Steve Galbraith)

"Jack Bogle says exactly what needs to be said, and he does it with gusto. His tales and lessons should be required reading for any business leader, plus they offer great insights for smart investors."—Walter Isaacson, The Aspen Institute
(Walter Isaacson)

"Over the past half century, American capitalism nearly lost its soul. One of the few who noticed was Jack Bogle. Now, for the first time, he tells the whole tale as only Jack Bogle can: just what happened, just how it happened, and just how to fix it. This is mandatory reading for anyone with a dollar to invest or an interest in the future of American capitalism."—William Bernstein, author of The Birth of Plenty



�

(William Bernstein)

"Jack Bogle’s brilliant tour de force provides the first integrated view of how our system of investing often destroys more value than it creates.�Bogle clearly understands how the system works and how perverse motivations are undermining value creation.�Always a pragmatic, he offers workable and practical solutions of how to get back on track."—William W. George, Former Chairman and CEO of Medtronic, Inc.

(William W. George)

"Bogle . . . makes clear what went wrong and who is to blame."—Paul B. Brown, New York Times

(Paul B. Brown New York Times)

“[Bogle’s] book is yet another important contribution in an illustrious career.”

(Jeff Madrick New York Times Book Review)

From the Author
Q: You say that individual investors have paid a heavy price for the abuses that occurred within the corporate, investment and mutual fund communities during the past few years. In what ways?

A: Individual investors have incurred high losses by paying excessive costs for executive compensation and purchasing overpriced stocks from option-enriched executives and entrepreneurs. Investors have also sacrificed returns by paying excessive management and marketing fees to funds that have delivered market-inferior returns. These costs can deprive investors of as much as 75 percent of the potential longterm returns available in the stock market simply by owning an S&P 500 Index Fund.

Q: Despite the problems you point to in the book, you remain optimistic about the future. What are some of the things that make you hopeful?

A: Progressive public policy has begun to move toward the creation of a better world for investors, with laws and regulations designed to enhance the accuracy of financial statements, to increase the responsibilities of directors, and to give owners opportunities to ensure that their interests are served. However, the greatest reforms will come when an even better educated and informed investing public takes action in its own enlightened self interest.

Q: If you were to distill your book down to a few key messages, what would those be?

A: It is time to abandon the managers’ capitalism that has shaken our society’s belief in the fairness of the system and return to the owners’ capitalism that built our nation. We need to build independent boards of directors who will provide prudent stewardship of the assets of the owners. We need the new controlling stockholders of corporate America—the mutual and pension funds—to act responsibly and solely in the interests of their investors. We need to create far more efficient systems for retirement savings that assure investors and beneficiaries of their fair share of market returns. To begin these tasks, we need to form an independent federal commission to evaluate our new agency society, with a view toward restoring fiduciary duty and trust as its objective.

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[W818.Ebook] Download PDF Understanding Culture's Influence on Behavior (PSY 399 Introduction to Multicultural Psychology), by Richard Brislin

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Written in a lively, engaging style with many examples to illustrate complex concepts, this text helps readers to understand the influence of intercultural interactions in their own lives. It introduces students to disciplines, including cross-cultural psychology, intercultural communication, and international organizational behavior, that study culture's influence on human behavior. It covers a wide range of topics, such as schooling, work, gender, socialization of children, and health. This solid treatment of basic concepts applicable in the study of all behavior and social sciences lets students see that the study of culture and cultural differences is inherently connected to the other courses they will take throughout their college careers.

• Sales Rank: #969413 in Books
• Published on: 1999-10-07
• Released on: 1999-10-07
• Original language: English
• Number of items: 1
• Dimensions: 10.49" h x 1.12" w x 7.90" l, 1.66 pounds
• Binding: Paperback
• 500 pages

Review
1. Conceptualizing Culture and Its Impact. 2. Theoretical Concepts for Understanding Culture. 3. Some Methodological Concerns in Intercultural and Cross-Cultural Research. 4. Socialization. 5. Formal Educational Experiences. 6. Intergroup Relations: Cultures in Contact. 7. Interacting Successfully with People from other Cultures. 8. Culture's Effects on the Work World. 9. Culture and Gender. 10. Culture and Health. 11. Some Predictions for the Future.

About the Author
Richard Breslin's current research focuses on mentoring, cross-cultural training materials and the experiences of business people on overseas assignments. Brislin reviews submissions for over ten professional journals and five major textbook publishers. He develops materials for use in cross-cultural training programs and is the author of a text in cross-cultural psychology. One of his books, "The Art of Getting Things Done: A Practical Guide to the Use of Power," was a Book of the Month Club selection in 1992. His most recent publication is Intercultural Interactions: A Practical Guide," published by SAGE Publications.

Most helpful customer reviews

0 of 0 people found the following review helpful.
Five Stars
By Carrie B. Johnson
Thanks

13 of 13 people found the following review helpful.
Excelent! Academic but Readable. Suitable as textbook.
By A Customer
Of the many good books on the subject of intercultural communication and psychology, this hits a good balance of readability and academic soundness. Lots of good illustrations. Great text for college intercultural communication courses.

6 of 6 people found the following review helpful.
Brislin makes it easy
By A Customer
Understanding Culture's Influence (2nd edition) has been my "foundation" book for a college course entitled Diversity In the Workplace.
Dr. Brislin uses an easy to follow format which is loaded with excellent analogies, making complex topics understandable.

My only negative comment would be for the publisher. As this book is used as a text, the selection of print paper was poor. Highlighters bleed through from one page to the next which makes spotting important information difficult on review.

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[E630.Ebook] Free Ebook The Safe Man: A Ghost Story (Kindle Single), by Michael Connelly

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Published for the first time under his own name, a dark and haunting story from #1 New York Times bestselling author Michael Connelly

Like his father before him, Brian Holloway is a safe man. That is, his specialty is opening safes. Every job is a little mystery, and he has yet to encounter a lock he can't break or a box he can't crack. But the day Holloway gets called in to open a rare, antique safe in a famous author's library, his skills open a door that should have remained closed.

In this haunting and singular story, previously published anonymously, Michael Connelly proves once again that he is "superb at building suspense.... the reader can never be sure what sudden turns the plot may take" (Wall Street Journal).

[Word count: 11,662]

• Sales Rank: #25441 in eBooks
• Published on: 2012-10-23
• Released on: 2012-10-23
• Format: Kindle eBook

Most helpful customer reviews

110 of 118 people found the following review helpful.
Break into this ghost story if you dare!
By F. J. Zubek
Connelley is famous for the dramatic Harry Bosch series, several of which I have read. When I found out that Connelly had written a ghost story, I got curious.

The Safe Man is about a locksmith named Brian who is called to a famous writer's home on the coast. The writer, Mr. Robinette, has discovered a floor safe in his library. The problem is that he doesn't know the combination.

As it turns out, Mr. Robinette is less interested in the possible contents of the safe then he is having the thing removed from the property.

And so Brian, good at what he does, manages to open it and discovers that it is in fact, empty. Or is it?

I can't say more without ruining it but if you enjoy a good ghost story that will make you wake up in the middle of the night and double check the locks on the doors of your home at 3 AM, then this is a story you should read!

As a bonus, there is of course the first few chapters of the newest Bosch novel,The Black Box, which is due out next month

74 of 81 people found the following review helpful.
This is a con for promotional material
By Suncoast
I recently reviewed the 6 chapter free sampler for Michael Connelly's "The Black Box" and commented that it was a great idea to release a long sampler to attract you to the full book - still to be released. So while I was waiting for that release I saw this apparent Novella by Michael Connelly and thought that I would read it while waiting for "The Black Box" to be released. It was shown as a stand-alone story with no page count.

I was stunned to find that "The Safe Man" only takes up 40% of the Kindle book, with the remaining 60% being the 6 chapter free sampler that I had already read. There was no indication in the book description that most of the book would be promotional material. IMHO this is a real con and (forgive the possible pun) is something that an author of Connelly's status should not be associated with.

When Vince Flynn released "Kill Shot" over 30% of the content of the Kindle edition was excerpts from earlier books. At the time Flynn said on his website "We thought readers would enjoy being able to read excerpts from all of my backlist, but as it turns out, we've heard otherwise from many of you." The backlist content was quickly removed. I would have thought that Michael Connelly and/or his publishers would have learned from that experience.

This is not even a novella but a very short story which only took about 15 minutes to read. It is a minor ghost story and at best it would only scrape 3 stars by my ranking. (Edit) I have changed my rating to reflect this statement and not my 1 star view about the promotional content.

(Edit) - FYO "The Black Box" was actually released on 21 November in Australia by Allen and Unwin, nearly a week ahead of its forthcoming release on 26 November in the US by Hatchette. My full (5 star) review is now shown on the US pre-order listing.

33 of 35 people found the following review helpful.
This is a con
By eric
This exercise in misrepresentation consists of 2500 pages in total. 600 are a half baked story about a safe akin to a bottle and a genie which escapes, which is incomplete, and the following 1500 pages are again an incomplete teaser for another book The Black Box which when you then buy it, you can complete the 5000 page story. So for what you pay for this rubbish you get two incomplete stories. Pure waste of money and time.
It does not even rate one star but I can't write this review without at least one star.
What finally added insult to injury was after finding The Safe Man was rubbish and very short, I then found when reading the introduction to the second story The Black Box, that I had purchased and read that book two weeks prior.
I know, I should have done more research but I didn't expect this sham.
This behaviour by Amazon is something they should be ashamed of and I can tell you they won't con me again like this. Very disgruntled. How Michael Connelly allowed his name to be used for this sham is beyond me.

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