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Author: Thomas H. Stanton
Publisher: OUP USA
ISBN: 0199915997
Category : Business & Economics
Languages : en
Pages : 291
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Book Description
Why did some firms weather the financial crisis and others not? This book investigates inner workings of over a dozen major financial and nonfinancial companies, reveals what went wrong and proposes a remedy. Regulators too must learn from past mistakes and require "constructive dialogue" for companies they supervise.
Author: Thomas H. Stanton
Publisher: OUP USA
ISBN: 0199915997
Category : Business & Economics
Languages : en
Pages : 291
Get Book
Book Description
Why did some firms weather the financial crisis and others not? This book investigates inner workings of over a dozen major financial and nonfinancial companies, reveals what went wrong and proposes a remedy. Regulators too must learn from past mistakes and require "constructive dialogue" for companies they supervise.
Author: Thomas H. Stanton
Publisher: Oxford University Press
ISBN: 0199916004
Category : Business & Economics
Languages : en
Pages : 291
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Book Description
Why did some firms weather the financial crisis and others not? This book investigates inner workings of over a dozen major financial and nonfinancial companies, reveals what went wrong and proposes a remedy. Regulators too must learn from past mistakes and require "constructive dialogue" for companies they supervise.
Author: Tom Eisenmann
Publisher: Currency
ISBN: 0593137027
Category : Business & Economics
Languages : en
Pages : 370
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Book Description
If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it. So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.
Author: Mark Ingebretsen
Publisher: Crown
ISBN:
Category : Business & Economics
Languages : en
Pages : 334
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Book Description
At the height of the global bull market a few years ago, business giant Kmart stumbled, going from one of the most admired companies to one of the largest bankruptcies in history. The same fate befell several seemingly impenetrable corporation, such as Enron, WorldCom, Polaroid, and others. Were these fantastic failures caused by a fickle stock market and a turbulent economy? Did they fall victim to the dot-com bubble of the late 1990s? Not according to business journalist Mark Ingebretsen in Why Companies Fail. As you'll discover in this groundbreaking book, all of these companies exhibited one or more of the ten characteristics of a doomed company--characteristics that have been shared by failed companies for decades. Kmart, Enron, WorldCom, and other corporations might have been saved if their executives had recognized sooner that their companies were exhibiting one or more of these characteristics. Ingebretsen, with the help of some of the world's most noted business management experts from the Turnaround Management Association, describes in startling detail each of the ten big reasons companies fail, including: - Letting stock price dictate strategy - Ignoring customers - Fighting wars of attrition - Innovating too much or too little - And more Inside these pages, you'll discover practical methods for identifying these fatal characteristics in your own organization and preventing them from leading to failure. No matter what the size of your company, the lessons in Why Companies Fail could be the difference between long-lasting success and sudden flameout. And before any company can go from good to great, it's got to be on the right track in the first place.This valuable guide will show you how.
Author: Jim Collins
Publisher: Harper Collins
ISBN: 0066620996
Category : Business & Economics
Languages : en
Pages : 320
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Book Description
The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?
Author: Tammy L. Madsen
Publisher:
ISBN:
Category : Corporate culture
Languages : en
Pages : 408
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Book Description
Author: Michael E. Gerber
Publisher: Michael E. Gerber Companies
ISBN: 9780983500193
Category : Architecture
Languages : en
Pages : 0
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Book Description
"Running a successful architectural firm is a juggling act. You need expertise in your area of architecture to provide services to clients. You also need the know-how to run a small business. You've probably been well prepared by your education and experience for the technical ins and outs of an architecture firm. Yet what training has prepared you to run a business?"--Description from publisher.
Author: Seth Levine
Publisher: John Wiley & Sons
ISBN: 1119797365
Category : Business & Economics
Languages : en
Pages : 330
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Book Description
Despite popular belief to the contrary, entrepreneurship in the United States is dying. It has been since before the Great Recession of 2008, and the negative trend in American entrepreneurship has been accelerated by the Covid pandemic. New firms are being started at a slower rate, are employing fewer workers, and are being formed disproportionately in just a few major cities in the U.S. At the same time, large chains are opening more locations. Companies such as Amazon with their "deliver everything and anything" are rapidly displacing Main Street businesses. In The New Builders, we tell the stories of the next generation of entrepreneurs -- and argue for the future of American entrepreneurship. That future lies in surprising places -- and will in particular rely on the success of women, black and brown entrepreneurs. Our country hasn't yet even recognized the identities of the New Builders, let alone developed strategies to support them. Our misunderstanding is driven by a core misperception. Consider a "typical" American entrepreneur. Think about the entrepreneur who appears on TV, the business leader making headlines during the pandemic. Think of the type of businesses she or he is building, the college or business school they attended, the place they grew up. The image you probably conjured is that of a young, white male starting a technology business. He's likely in Silicon Valley. Possibly New York or Boston. He's self-confident, versed in the ins and outs of business funding and has an extensive (Ivy League?) network of peers and mentors eager to help his business thrive, grow and make millions, if not billions. You’d think entrepreneurship is thriving, and helping the United States maintain its economic power. You'd be almost completely wrong. The dominant image of an entrepreneur as a young white man starting a tech business on the coasts isn't correct at all. Today's American entrepreneurs, the people who drive critical parts of our economy, are more likely to be female and non-white. In fact, the number of women-owned businesses has increased 31 times between 1972 and 2018 according to the Kauffman Foundation (in 1972, women-owned businesses accounted for just 4.6% of all firms; in 2018 that figure was 40%). The fastest-growing group of female entrepreneurs are women of color, who are responsible for 64% of new women-owned businesses being created. In a few years, we believe women will make up more than half of the entrepreneurs in America. The age of the average American entrepreneur also belies conventional wisdom: It's 42. The average age of the most successful entrepreneurs -- those in the top .01% in terms of their company's growth in the first five years -- is 45. These are the New Builders. Women, people of color, immigrants and people over 40. We're failing them. And by doing so, we are failing ourselves. In this book, you'll learn: How the definition of business success in America today has grown corporate and around the concepts of growth, size, and consumption. Why and how our collective understanding of "entrepreneurship" has dangerously narrowed. Once a broad term including people starting businesses of all types, entrepreneurship has come to describe only the brash technology founders on the way to becoming big. Who are the fastest growing groups of entrepreneurs? What are they working on? What drives them? The real engine that drove Silicon Valley’s entrepreneurs. The government had a much bigger role than is widely known The extent to which entrepreneurs and small businesses are woven through our history, and the ways we have forgotten women and people of color who owned small businesses in the past. How we're increasingly afraid to fail The role small businesses are playing saving the wilderness, small towns and redlined communities What we can do to turn the decline in entrepreneurship around, especially be supporting the people who are courageously starting small companies today.
Author: Chris Clearfield
Publisher: Penguin
ISBN: 0735233349
Category : Business & Economics
Languages : en
Pages : 0
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Book Description
Winner of the 2019 National Business Book Award A groundbreaking take on how complexity causes failure in all kinds of modern systems—from social media to air travel—this practical and entertaining book reveals how we can prevent meltdowns in business and life. A crash on the Washington, D.C. metro system. An accidental overdose in a state-of-the-art hospital. An overcooked holiday meal. At first glance, these disasters seem to have little in common. But surprising new research shows that all these events—and the myriad failures that dominate headlines every day—share similar causes. By understanding what lies behind these failures, we can design better systems, make our teams more productive, and transform how we make decisions at work and at home. Weaving together cutting-edge social science with riveting stories that take us from the frontlines of the Volkswagen scandal to backstage at the Oscars, and from deep beneath the Gulf of Mexico to the top of Mount Everest, Chris Clearfield and András Tilcsik explain how the increasing complexity of our systems creates conditions ripe for failure and why our brains and teams can't keep up. They highlight the paradox of progress: Though modern systems have given us new capabilities, they've become vulnerable to surprising meltdowns—and even to corruption and misconduct. But Meltdown isn't just about failure; it's about solutions—whether you're managing a team or the chaos of your family's morning routine. It reveals why ugly designs make us safer, how a five-minute exercise can prevent billion-dollar catastrophes, why teams with fewer experts are better at managing risk, and why diversity is one of our best safeguards against failure. The result is an eye-opening, empowering, and entirely original book—one that will change the way you see our complex world and your own place in it.
Author: Joseph P. Joyce
Publisher: Praeger
ISBN:
Category : Business & Economics
Languages : en
Pages : 160
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Book Description
This volume provides academics and professionals in business with an overview of business economics. Joyce utilizes economic theory to explain how a company functions, and draws upon the experience of modern firms to describe their operations. Topics covered include: different types of firms that exist in our economy, the different ways that a firm can grow and the limits of expansion, an analysis of various organizational forms, an economic analysis of marketing decisions and models, the process of strategic planning, special features of foreign operations, how firms raise funds, the record of mergers in the United States, the use of forecasts and their techniques, the impact of public policies and the need for business regulation, and failure, bankruptcy, and reorganization.
