The New Asian Hemisphere: The Irresistible Shift of Global Power to the East by Kishore Mahbubani

Review
"(S)uccinct, accessible and pointed" and say that "if you want to maintain notions of developed Western hemisphere countries benignly acting in the best interests of the world get a different book. If you are open instead to seeing the world through an Asian lens less sanguine about Western motives, you should find this book highly thought-provoking." Irish Times "This is no dry scholarly tome. It is an anti-Western polemic, designed to wake up Americans and Europeans by making them angry. In that goal it will certainly be successful." Economist"

Product Description

For two centuries Asians have been bystanders in world history, reacting defenselessly to the surges of Western commerce, thought, and power. That era is over. Asia is returning to the center stage it occupied for eighteen centuries before the rise of the West.
By 2050, three of the world’s largest economies will be Asian: China, India, and Japan. In The New Asian Hemisphere, Kishore Mahbubani argues that Western minds need to step outside their “comfort zone” and prepare new mental maps to understand the rise of Asia. The West, he says, must gracefully share power with Asia by giving up its automatic domination of global institutions from the IMF to the World Bank, from the G7 to the UN Security Council. Only then will the new Asian powers reciprocate by becoming responsible stakeholders in a stable world order.



About the Author

Kishore Mahbubani is Dean and Professor in the Practice of Public Policy of the Lee Kuan Yew School of Public Policy at the National University of Singapore. He has had a distinguished diplomatic career and is the author of Can Asians Think? and Beyond the Age of Innocence. In 2005, Foreign Policy magazine included him among the top hundred public intellectuals in the world.

Good to Great: Why Some Companies Make the Leap... and Others Don't by John Collins

Amazon.com Review
Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come. --Harry C. Edwards

From Publishers Weekly
In what Collins terms a prequel to the bestseller Built to Last he wrote with Jerry Porras, this worthwhile effort explores the way good organizations can be turned into ones that produce great, sustained results. To find the keys to greatness, Collins's 21-person research team (at his management research firm) read and coded 6,000 articles, generated more than 2,000 pages of interview transcripts and created 384 megabytes of computer data in a five-year project. That Collins is able to distill the findings into a cogent, well-argued and instructive guide is a testament to his writing skills. After establishing a definition of a good-to-great transition that involves a 10-year fallow period followed by 15 years of increased profits, Collins's crew combed through every company that has made the Fortune 500 (approximately 1,400) and found 11 that met their criteria, including Walgreens, Kimberly Clark and Circuit City. At the heart of the findings about these companies' stellar successes is what Collins calls the Hedgehog Concept, a product or service that leads a company to outshine all worldwide competitors, that drives a company's economic engine and that a company is passionate about. While the companies that achieved greatness were all in different industries, each engaged in versions of Collins's strategies. While some of the overall findings are counterintuitive (e.g., the most effective leaders are humble and strong-willed rather than outgoing), many of Collins's perspectives on running a business are amazingly simple and commonsense. This is not to suggest, however, that executives at all levels wouldn't benefit from reading this book; after all, only 11 companies managed to figure out how to change their B grade to an A on their own.

Copyright 2001 Cahners Business Information, Inc.



From Booklist
Collins is coauthor of Built to Last: Successful Habits of Visionary Companies (1994), the widely heralded book that was the result of a six-year research project conducted by Collins and Jerry Porras. They identified 18 companies that met their rigorous standard for long-term performance. They looked for companies that had outperformed the stock market by a factor of 15 starting from 1926. Then they went about the task of identifying what these companies had in common. Now Collins turns his attention to companies that have made the transition from "good to great." This time the findings are backed by five years of research and data analysis. Starting with every company that ever appeared in the Fortune 500, Collins identifies 11 companies that had 15-year cumulative stock returns at or below the general stock market when, after a transition point, they then demonstrated cumulative returns of at least three times the market over the next 15 years. Collins then looked for similarities among the companies. What he found would both surprise and fascinate anyone involved in management. David Rouse
Copyright © American Library Association. All rights reserved

Review
One of the top ten business books of 2001 -- Business Week

Review
One of the top ten business books of 2001 (Business Week )

Product 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?



About the Author
Jim Collins is a student and teacher of enduring great companies -- how they grow, how they attain superior performance, and how good companies can become great companies.Having invested over a decade of research into the topic, Jim has co-authored three books, including the classic Built to Last, a fixture on the Business Week bestseller list for more than five years, generating over 70 printings and translations into 16 languages.His work has been featured in Fortune, The Economist, Business Week, USA Today, Industry Week, Inc., Harvard Business Review and Fast Company.
Driven by a relentless curiosity, Jim began his research and teaching career on the faculty at Stanford Graduate School of Business, where he received the Distinguished Teaching Award in 1992.In 1995, he founded a management laboratory in Boulder, Colorado, where he now conducts multi-year research projects and works with executives from the private, public, and social sectors.

Jim has served as a teacher to senior executives and CEOs at corporations that include: Starbucks Coffee, Merck, Patagonia, American General, W.L. Gore, and hundreds more.He has also worked with the non-corporate sector such as the Leadership Network of Churches, Johns Hopkins Medical School, the Boys & Girls Clubs of America and The Peter F. Drucker Foundation for Non-Profit Management.

Jim invests a significant portion of his energy in large-scale research projects -- often five or more years in duration -- to develop fundamental insights and then translate those findings into books, articles and lectures.He uses his management laboratory to work directly with executives and to develop practical tools for applying the concepts that flow from his research.

In addition, Jim is an avid rock climber and has made free ascents of the West Face of El Capitan and the East Face of Washington Column in Yosemite Valley.

This is a good clip of how to portray the concept of this book.
credits to http://www.youtube.com/user/VisualSpace

How The Mighty Fall: And Why Some Companies Never Give In by Jim Collins

Decline can be avoided.
Decline can be detected.
Decline can be reversed.

Product Description

Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course?

In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins' research project--more than four years in duration--uncovered five step-wise stages of decline:

Stage 1: Hubris Born of Success

Stage 2: Undisciplined Pursuit of More

Stage 3: Denial of Risk and Peril

Stage 4: Grasping for Salvation

Stage 5: Capitulation to Irrelevance or Death

By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom.

Great companies can stumble, badly, and recover.

Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover--in some cases, coming back even stronger--even after having crashed into the depths of Stage 4.

Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.

About the Author
Jim Collins is a student of companies--great ones, good ones, weak ones, failed ones--from young start-ups to venerable sesquicentenarians. The author of the national bestseller Good to Great and coauthor of Built to Last, he serves as a teacher to leaders throughout the corporate and social sectors. His work has been featured in Fortune, BusinessWeek, The Economist, USA Today, and Harvard Business Review.

Prisoner of the State: The Secret Journal of Premier Zhao Ziyang

Product Description
“Zhao may be more dangerous in death than he was in life.” —Time
How often can you peek behind the curtains of one of the most secretive governments in the world? Prisoner of the State is the first book to give readers a front row seat to the secret inner workings of China’s government. It is the story of Premier Zhao Ziyang, the man who brought liberal change to that nation and who, at the height of the Tiananmen Square protests in 1989, tried to stop the massacre and was dethroned for his efforts.

When China’s army moved in, killing hundreds of students and other demonstrators, Zhao was placed under house arrest at his home on a quiet alley in Beijing. China’s most promising change agent had been disgraced, along with the policies he stood for. The premier spent the last sixteen years of his life, up until his death in 2005, in seclusion. An occasional detail about his life would slip out: reports of a golf excursion, a photo of his aging visage, a leaked letter to China’s leaders. But China scholars often lamented that Zhao never had his final say.

As it turns out, Zhao did produce a memoir in complete secrecy. He methodically recorded his thoughts and recollections on what had happened behind the scenes during many of modern China’s most critical moments. The tapes he produced were smuggled out of the country and form the basis for Prisoner of the State. In this audio journal, Zhao provides intimate details about the Tiananmen crackdown; he describes the ploys and double crosses China's top leaders use to gain advantage over one another; and he talks of the necessity for China to adopt democracy in order to achieve long-term stability.

The China that Zhao portrays is not some long-lost dynasty. It is today’s China, where the nation’s leaders accept economic freedom but continue to resist political change.

If Zhao had survived—that is, if the hard-line hadn’t prevailed during Tiananmen—he might have been able to steer China’s political system toward more openness and tolerance.

Zhao’s call to begin lifting the Party's control over China's life—to let a little freedom into the public square—is remarkable coming from a man who had once dominated that square. Although Zhao now speaks from the grave in this moving and riveting memoir, his voice has the moral power to make China sit up and listen.

Editors
BAO PU, a political commentator and veteran human rights activist, is a publisher and editor of New Century Press in Hong Kong.

RENEE CHIANG is a publisher and the English editor of New Century Press in Hong Kong. As a teacher in Beijing in 1989, she was an eyewitness to the Tiananmen Square crackdown.

ADI IGNATIUS is an American journalist who covered China for The Wall Street Journal during the Zhao Ziyang era. He most recently served as Time magazine’s deputy managing editor.

ZHAO AT TIANANMEN BEFORE THE MASSACRE “I was trying to persuade them to end the hunger strike . . . I felt it was a waste for these young students to end their lives like this. [The students could not] imagine the treatment in store for them.”

ZHAO ON EVADING HIS JAILERS “After I played at Chang Ping Golf Course, the news was released . . . Both Jiang Zemin and Li Peng became extremely anxious. They condemned the decision and began an investigation to find out who had allowed me to go out to play golf.”

ZHAO ON HOW CHINA MUST CHANGE “Not only should [China] implement a market economy, it must also adopt a parliamentary democracy as its political system.”

Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions

From Publishers Weekly
Harvard Business School professor Kotter, author of the bestselling Leading Change (1996), teams up with executive Rathgeber to offer his contribution to the "business fable" genre. Kotter presents his framework for an effective corporate change initiative through the tale of a colony of Antarctic penguins facing danger-inspired, perhaps, by today's real-life global warming crisis (or, perhaps, by March of the Penguins' box office). Under the leadership of one particularly astute bird, a small team of penguins with varied personalities and leadership skills implement a thoughtful plan for coaxing the other birds in their colony through a time of necessary but wrenching change. The logic of Kotter's fictional framework is wobbly at times-his characters live and act very much like real penguins except that one carries a briefcase and another ("the Professor") cites articles from scholarly journals-and the whimsical tone will not be to everyone's taste. However, this light, quick read should fulfill its intended purpose: to serve as a springboard for group discussions about corporate culture, group dynamics and the challenges of change.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

Review

Penguins illustrate how to conquer changeBy Michelle Archer, for USA TODAY At first glance, Our Iceberg Is Melting seems easy to dismiss as an attempt to fuse a few hot topics — global warming, marching penguins — into a Who Moved My Cheese? fable-as-business-lesson best seller.
But this penguin parable has a pedigree in the form of Harvard Business School's John Kotter, author of Leading Change, the 1996 business guide that also sported our flat-footed, feathered friends on the cover. The Heart of Change was his 2002 follow-up. This time out, Kotter moves the penguins inside, using how a colony of them copes with a potential catastrophe — yes, their iceberg is melting — to illustrate his eight-step process of successful change. Their story is short and peppered with the personalities organizations inevitably include: the naysayers and nitpickers, the innovators and agitators, the leaders and followers. The idea is that everyone in a group must play a role in navigating change. In that vein, Kotter and co-author Holger Rathgeber write that their goal is to use a good story with visual stimuli (full-color, cartoon-like illustrations) to influence a broad range of people to better handle change and produce results. In other words, companies should buy a copy for everyone from the CEO to the stock clerk. This approach paid off for Spencer Johnson of Who Moved My Cheese?, who writes the foreword. Kotter's process advocates quick action to confront issues, group thinking and the buy-in of the whole organization. The goal: replace old habits with new behaviors and make them stick. Whether you're a fan of lowest-common-denominator reading or not, there's no denying the logic behind Kotter's steps and the at-times clever way they are woven into the penguins' journey.


Product Description

Most of the denizens of the Antarctic penguin colony sneer at Fred, the quiet but observant scout who detects worrying signs that their home, an iceberg, is melting. Fred must cleverly convince and enlist key players, such as Louis, the head penguin; Alice, the number two bird; the intractable NoNo the weather expert; and a passle of school-age penguins if he is to save the colony.Their delightfully told journey illuminates in an unforgettable way how to manage the necessary change that surrounds us all. Simple explanatory material following the fable enhances the lasting value of these lessons.Our Iceberg Is Melting is at once charming, accessible and profound; a treat for virtually any reader.


From the Back Cover

"I came across Our ICEBERG IS MELTING in May, ordered and dsitributed 60 copies in June, evaluated its effect on our change effort, and then ordered 500 more copies in September. This is a gem." -- Heidi King, Program Manager, Dept. of Defense "As a result of the book and my sharing it with a few people in the organization, we have moved quickly on several fronts. We are galvanized to go ahead instead of further studying, more organizing and so on. It is making a difference for us." -- Tom Curley, President and CEO, Associated Press "This is the easiest to read yet most informative book I have ever seen. Setting one of management's biggest challenges, 'what problem, I don't see a problem,' in the context of a melting iceberg and a determined penguin, was a stroke of sheer genius."-- Michael Dimelow, Director of Product Marketing, TTP Communications PLC


About the Author

JOHN KOTTER has been on the faculty at Harvard Business School since 1972. He is the author of eleven award-winning titles and frequently gives speeches and seminars at Harvard and around the world. He lives in Cambridge, Massachusetts.

HOLGER RATHGEBER spent his early professional career in Asia. He has worked in industry since the early 1990's and is now with one of the leading medical technology companies, Bectom Dickinson. Raised in Frankfurt, Germany, Rathgeber currently resides in White Plains, New York.

You can see the overview of this book by Prof. John Kotter here.

http://www.youtube.com/watch?v=Gh2xc6vXQgk

My Remarkable Journey by Larry King

The story of
Larry King, The icon of american televison broadcastings. He has won an Emmy Award, two Peabody Awards and ten Cable ACE Awards.

From Booklist
The greatest softball pitcher of all time lobs a few more, but this time the subject is himself. Although King has written other books, this is as close to a full-scale autobiography as he is likely to come. Although he writes about some of the traumatic events of his life (his father’s death; his heart troubles, both physically and emotionally), he is not much interested in self-examination. Fortunately, the comments at the end of each chapter from King’s family and friends (which he says he won’t read until the book is published) delve a little more deeply into analysis of the talk-show-host’s psyche. No matter what one thinks about King’s interviewing skills, between his radio days and his CNN show, there’s no doubt that he has talked to just about everyone and made friends with more than a few—among them, Al Pacino, who turned up at a restaurant to help King impress his soon-to-be (eighth) wife, and George W. Bush, who spent two hours in the White House talking baseball with his pal, Larry. There’s no explaining the Larry King phenomenon; even King agrees with that. This may be a soufflé, but it’s decorated with stars, and it goes down easily. --Ilene Cooper

Review
"The most remarkable talk-show host on TV ever." (TV Guide )

"Master of the mike" (Time magazine )

"The master interviewer" (Entertainment Weekly )

Product Description
The definitive autobiography of one of the most famous personalities in television history-an intimate, revealing, and riveting memoir that will show a Larry King the world has never known, up close and personal.

Celebrated as "the most remarkable talk-show host on TV ever" by TV Guide and "master of the mike" by Time magazine, for a half-century the world's most influential figures have been telling their story to Larry King. Now the man in suspenders shares his riveting and inspiring story, from his humble roots in Depression-era Brooklyn to the heights of celebrity as host of CNN's Larry King Live.

Before he befriended presidents and iconic entertainers, Larry grew up on the streets of Brooklyn, where he was known to friends as "Zeke the Greek the Mouthpiece" because he never stopped talking. Larry delves deeply into his extraordinary personal odyssey, beginning with the loss of his father at age nine. He has lost jobs, had a three-pack-a-day smoking habit, been down to his last $2 when he won an $8,000 trifecta at the racetrack, had a heart attack and quintuple bypass surgery, quit smoking, founded a heart foundation that has raised millions and assisted thousands, and now, at the age of seventy-five, has recently gotten thrown out of a Little League game for arguing a call in defense of his nine-year-old son.

Filled with delightfully evocative personal anecdotes and behind-the-scenes observations on some of our most important world figures, What Am I Doing Here? will be devoured by Larry King's millions of fans worldwide.


About the Author
LARRY KING is the host of CNN's Larry King Live, the first worldwide phone-in television talk show and the network's highest-rated program. The Emmy-winning King has been dubbed "the most remarkable talk-show host on TV ever" (TV Guide) and "master of the mike" (Time). King also founded the Larry King Cardiac Foundation, which has raised millions of dollars and provided lifesaving cardiac procedures for nearly sixty needy children and adults.

How Rome Fell Death of a Superpower by Adrian Goldsworthy

Published by : Yale University Press

With Amazon best of May 2009.

Amazon.com Review
Amazon Best of the Month, May 2009: Adrian Goldsworthy's Caesar: Life of a Colossus was a masterly fusion of vivid historical biography and scholarly detail, an impeccably researched work that also succeeded as a compelling read. With How Rome Fell, Goldsworthy's eye turns to the forces that ultimately destroyed the Roman Empire, challenging the traditional assumption that Rome was sacked by ultimately irrepressible foreign armies. Goldsworthy asserts that Rome's foes in the death throes of empire weren't any more formidable than those at its peak, but that the cutthroat nature of its political system fractured and diverted forces better spent maintaining the integrity of provincial borders--it was civil war and paranoia that destroyed the empire from within. Drawing parallels to modern societies might be tempting, but Goldsworthy is interested in Rome and resists foreboding or moralistic tones--even making a point of acknowledging the different dynamics that drive the rise and fall current powers. In just over 400 pages, How Rome Fell speeds the both the casual and Rome-savvy reader through 400 years of tumultuous and world-changing history--it's a worthy successor to the triumph of Caesar.--Jon Foro

Product Description

In AD 200, the Roman Empire seemed unassailable. Its vast territory accounted for most of the known world. By the end of the fifth century, Roman rule had vanished in western Europe and much of northern Africa, and only a shrunken Eastern Empire remained. What accounts for this improbable decline? Here, Adrian Goldsworthy applies the scholarship, perspective, and narrative skill that defined his monumental Caesar to address perhaps the greatest of all historical questions—how Rome fell.



It was a period of remarkable personalities, from the philosopher-emperor Marcus Aurelius to emperors like Diocletian, who portrayed themselves as tough, even brutal, soldiers. It was a time of revolutionary ideas, especially in religion, as Christianity went from persecuted sect to the religion of state and emperors. Goldsworthy pays particular attention to the willingness of Roman soldiers to fight and kill each other. Ultimately, this is the story of how an empire without a serious rival rotted from within, its rulers and institutions putting short-term ambition and personal survival over the wider good of the state.

How Rome Fell is a brilliant successor to Goldsworthy's "monumental" (The Atlantic) Caesar.

About the Author

Adrian Goldsworthy is the author of many books about the ancient world including Caesar, The Roman Army at War, and In the Name of Rome. He lectures widely and consults on historical documentaries produced by the History Channel, National Geographic, and the BBC. He lives in Wales.