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  • Image of Content Inc.
    Image of Content Inc.

    How Entrepreneurs Use Content to Build Massive Audiences and Create Radically Successful Businesses

    by Joe Pulizzi

    Joe Pulizzi, founder of several startups, reverse-engineers the traditional entrepreneurial model for success by shifting focus from first creating a product to getting customers first and then developing products.

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  • Image of The Machine
    Image of The Machine

    A Radical Approach to the Design of the Sales Function

    by Justin Roff-Marsh

    Sales management radical Justin Roff-Marsh presents a nontraditional sales approach that incorporates the division of labor, in which sales responsibility shifts from autonomous agents to a centrally coordinated team to build more efficient sales functions.

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  • Image of On Fire at Work
    Image of On Fire at Work

    How Great Companies Ignite Passion in Their People Without Burning Them Out

    by Eric Chester

    Business success is directly related to the quality of the employees. Eric Chester reveals the seven cultural pillars that today’s leading employers focus on to attract and retain top talent: compensation, alignment, atmosphere, growth, acknowledgment, communication and autonomy.

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  • Image of Powerful Proposals
    Image of Powerful Proposals

    21 Things You Need to Know to Hit the Ground Running

    by David G. Pugh, Terry R. Bacon

    "Powerful Proposals" gives businesses proven strategies for creating customer-centered documents that outshine the competition every time.

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  • Image of Primal Teams
    Image of Primal Teams

    Harnessing the Power of Emotions to Fuel Extraordinary Performance

    by Jackie Barretta

    Primal Teams shows how anyone can control potentially damaging emotions, while triggering the kind of passion and energy that supercharge performance.

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  • Image of When Goliaths Clash
    Image of When Goliaths Clash

    Managing Executive Conflict to Build a More Dynamic Organization

    by Howard M. Guttman

    In When Goliath’s Clash, Howard M. Guttman, the principal of Guttman Development Strategies Inc., a management consulting firm, describes how unresolved conflict in organizations, especially at the highest level, can have dire consequences. These include low productivity, employees’ anger and hostility, increased costs, and increased absenteeism and turnover. He explains that it is important for leaders to realize that conflict handled properly can actually be a great asset to a company

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  • Image of Nanocosm
    Image of Nanocosm

    Nanotechnology and the Big Changes Coming from the Inconceivabley Small

    by William Illsey Atkinson

    Since the beginning of the industrial age, many machines have grown steadily smaller even as they have grown more powerful and complex. Nanotechnology, based on a new science of the infinitesimally small, takes technology beyond most popular definitions of reality, to a realm of molecular machines, cell-sized computers and other astounding possibilities. In Nanocosm, technology consultant and writer William Illsey Atkinson reveals a spectacular view of the immediate future of nanotechno

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  • Image of Winning the Merger Endgame
    Image of Winning the Merger Endgame

    A Playbook for Profiting from Industry Consolidation

    by Stefan Zeisel, Graeme K. Deans, Dr. Fritz Kroeger

    After studying mergers in many industries through the 1990s, the authors of Winning the Merger Endgame, officers and consultants from A.T. Kearney, have discovered that all industries move through four stages of what they call the “Endgames Curve” toward inevitable consolidation. The path up the curve starts with the Opening Stage where industries begin and companies proliferate. In the Scale Stage companies acquire other companies as they realize that organic growth will not push them

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  • Image of Bridging the Boomer-Xer Gap
    Image of Bridging the Boomer-Xer Gap

    Creating Authentic Teams for High Performance at Work

    by Danilo Sirias, Hank Karp, Connie Fuller

    Today’s workplaces are dominated by two generational groups: Baby Boomers and Generation Xers. The Boomers now hold top management and policy-making positions, while the younger Xers have just recently entered the world of work. Unfortunately, both groups view each other with suspicion. Boomers tend to believe the stereotype that Xers are slackers, loners, and self-absorbed. Xers think Boomers are incapable of adapting to technological and social change. Both stereotypes are false, and those who

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