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The free-market, limited government development model has been an ecological and social disaster for the developing world. Sustainable and equitable development is only possible with the active involvement of a strong central state that can guide the economy, protect the environment, and prioritize meeting their people's basic needs.

In this sure to be controversial book, Chandran Nair shows that the market-dominated model followed by the industrialized west is simply not scalable. The United States alone, with less than five percent of the world's population, consumes nearly a quarter of its resources. If countries in Asia, where 60% of the world's population lives, try to follow the Western lead, the results will be calamitous. .

Instead, Nair argues that development must be directed by a state that is willing and able to intervene in the economy . Corporations, which by design demand ever-expanding consumption, need to be directed towards meeting societal needs or otherwise restrained, not unleashed. Development has to be oriented towards the greatest good—clean drinking water for the many has to take precedence over swimming pools for the few. He provides three compelling case studies demonstrating the benefits of such strong state governance and the findings of weak state governance.

This will mean rethinking the meaning of concepts like “prosperity,” “freedom,” and “rights,” and whether democracy is always the best way to ensure responsive government—as Nair writes, “A democracy that cannot work to improve the life of its citizens is not better than a non-democracy that can actually improve quality of life.” Many people will find these to be challenging ideas, but what Nair offers is a model suited to the realities of the developing world, not the assumptions of the dominant culture.

You Deserve Your Success!

Joyce Roché rose from humble circumstances to earn an Ivy League MBA and become the first female African-American vice president of Avon, president of a leading hair care company, and CEO of the national nonprofit Girls Inc. But despite these accomplishments, she felt like a fraud. She worked more and more, had less and less of a personal life, and was never able to enjoy her success.

In this deeply personal memoir, Roché shares her lifelong struggle with what she now recognizes as “the impostor syndrome,” a condition that plagues successful people in all walks of life. Based on her own experiences and those of top executives from organizations such as Eileen Fisher, Citigroup, BET, Pepsi, and Tupperware, she offers practical advice and valuable coping strategies that can help you embrace your own worth and live a life of joy, zest, and fulfillment.

2023 Axiom Business Books Award Silver Medalist (Business Commentary)
2023 Nautilus Book Award Silver Medalist (Social Change & Social Justice)

This is the first in-depth examination of the important ongoing fusion of activism, capitalism, and social change masterfully told through a compelling narrative filled with vivid stories and striking studies.

Corporations and their executives are at the forefront of some of the most contentious and important social issues of our time. Through pronouncements, policies, boycotts, sponsorships, lobbying, and fundraising, corporations are actively engaged in issues like immigration reform, gun regulation, racial justice, gender equality, and religious freedom.

Despite corporate social activism being everywhere these days-witness how quickly companies and progressives united to oppose North Carolina's bathroom bill or support the Black Lives Matter movement-there has been no in-depth examination of the far-reaching consequences of this movement. What first principles should guide businesses' approaches? How should activists engage with businesses in a way that is most beneficial to their causes? What are potential pitfalls and risks associated with corporate social activism for activists, businesses, and society at large? Weaving studies and stories, Temple University professor of law, Tom C. W. Lin offers a road map for how we got here and a compass for where we are going as a nation of capitalists and activists seeking profit and progress.

2023 Axiom Business Books Award Silver Medalist (Business Commentary)
2023 Nautilus Book Award Silver Medalist (Social Change & Social Justice)

This is the first in-depth examination of the important ongoing fusion of activism, capitalism, and social change masterfully told through a compelling narrative filled with vivid stories and striking studies.

Corporations and their executives are at the forefront of some of the most contentious and important social issues of our time. Through pronouncements, policies, boycotts, sponsorships, lobbying, and fundraising, corporations are actively engaged in issues like immigration reform, gun regulation, racial justice, gender equality, and religious freedom.

Despite corporate social activism being everywhere these days-witness how quickly companies and progressives united to oppose North Carolina's bathroom bill or support the Black Lives Matter movement-there has been no in-depth examination of the far-reaching consequences of this movement. What first principles should guide businesses' approaches? How should activists engage with businesses in a way that is most beneficial to their causes? What are potential pitfalls and risks associated with corporate social activism for activists, businesses, and society at large? Weaving studies and stories, Temple University professor of law, Tom C. W. Lin offers a road map for how we got here and a compass for where we are going as a nation of capitalists and activists seeking profit and progress.

Our economy is designed by the 1 percent, for the 1 percent. This book offers a compelling vision of an equitable, ecologically sustainable alternative that meets the essential needs of all people.

We live in a world where twenty-six billionaires own as much wealth as half the planet's population. The extractive economy we live with now enables the financial elite to squeeze out maximum gain for themselves, heedless of damage to people or planet. But Marjorie Kelly and Ted Howard show that there is a new economy emerging focused on helping everyone thrive while respecting planetary boundaries.  

At a time when competing political visions are at stake the world over, this book urges a move beyond tinkering at the margins to address the systemic crisis of our economy. Kelly and Howard outline seven principles of what they call a Democratic Economy: community, inclusion, place (keeping wealth local), good work (putting labor before capital), democratized ownership, ethical finance, and sustainability. Each principle is paired with a place putting it into practice: Pine Ridge, Preston, Portland, Cleveland, and more.

This book tells stories not just of activists and grassroots leaders but of the unexpected accomplices of the Democratic Economy. Seeds of a future beyond corporate capitalism and state socialism are being planted in hospital procurement departments, pension fund offices, and even company boardrooms.

The road to a system grounded in community, democracy, and justice remains uncertain. Kelly and Howard help us understand we make this road as we walk it by taking a first step together beyond isolation and despair.

Our economy is designed by the 1 percent, for the 1 percent. This book offers a compelling vision of an equitable, ecologically sustainable alternative that meets the essential needs of all people.

We live in a world where twenty-six billionaires own as much wealth as half the planet's population. The extractive economy we live with now enables the financial elite to squeeze out maximum gain for themselves, heedless of damage to people or planet. But Marjorie Kelly and Ted Howard show that there is a new economy emerging focused on helping everyone thrive while respecting planetary boundaries.  

At a time when competing political visions are at stake the world over, this book urges a move beyond tinkering at the margins to address the systemic crisis of our economy. Kelly and Howard outline seven principles of what they call a Democratic Economy: community, inclusion, place (keeping wealth local), good work (putting labor before capital), democratized ownership, ethical finance, and sustainability. Each principle is paired with a place putting it into practice: Pine Ridge, Preston, Portland, Cleveland, and more.

This book tells stories not just of activists and grassroots leaders but of the unexpected accomplices of the Democratic Economy. Seeds of a future beyond corporate capitalism and state socialism are being planted in hospital procurement departments, pension fund offices, and even company boardrooms.

The road to a system grounded in community, democracy, and justice remains uncertain. Kelly and Howard help us understand we make this road as we walk it by taking a first step together beyond isolation and despair.

If your people know you care about them, they will move mountains. Employee engagement and loyalty expert Heather Younger outlines nine ways to manifest the radical power of caring support in the workplace.


Here's the thing: most leaders think of themselves as caring leaders, but not all of them act in alignment with what that means for employees. Leaders may not be able to identify the level of care they are extending to their employees, but all employees intuitively know whether their bosses or managers are caring for them. Heather Younger argues that if you are looking for increased productivity, customer satisfaction, or employee engagement, you need to care for your employees first.

Genuinely caring for people means that you want to see them succeed for themselves, not just for what they can do for you, your team, or your organization. This book incorporates ten sections with breakout stories and interviews that outline the necessary steps to make all employees feel included and cared for, as well as a call to action for all leaders. Younger states that leaders who have the positive power to change the lives of those they lead shouldn't just want to care for them; they should see it as imperative for the success of their employees and their organization.

Essential reading for anyone truly interested in saving democracy from the predations of kleptocracy and plutocracy.
-Charles Davidson, The Journal of Democracy

This book expands our understanding of the financial secrecy system dominating capitalism today and shows how we can create accountability to restore our democracy.

Over the last half century, capitalism has created the means for trillions of dollars, euros, pounds, and other stores of wealth to move invisibly-beyond the control of central bankers, law enforcement agents, and international institutions. With an entire financial secrecy system now dominating capitalist operations, riches flow inexorably upward and accelerate economic inequality. And rising inequality is directly imperiling-weakening, obstructing, and degrading-democracy.

This book is not a screed against capitalism-it is a call for capitalism to return to its roots, reenergizing its synergies with democracy. Raymond Baker writes, Democratic capitalism is, in my judgment, the best system yet devised in political economy, but dysfunctions within its capitalist component are undermining the two-part system.

Baker explains the tax havens, secrecy jurisdictions, disguised corporations, anonymous trusts, fake foundations, regulatory loopholes, money laundering techniques, and more that make up the financial secrecy system. But he goes beyond the what to the why, examining the motivations driving the system that generates and shelters trillions of dollars that could go toward spreading wealth, generating public goods, and protecting the environment.

Going deeper, Baker illustrates how these realities further corrode the commonwealth, with chapters devoted to the facilitating activities and impacts of banks, corporations, enabling lawyers and accountants, governments, and international institutions and concluding with the limiting role played in policy silos that are missing the bigger picture.

Finally, he provides specific, pragmatic measures to reset capitalism so that it once again contributes to shared prosperity and sustained democracy. This is a magisterial treatment of an issue that is at the root of so many problems that plague our nation and the world today.

Essential reading for anyone truly interested in saving democracy from the predations of kleptocracy and plutocracy.
-Charles Davidson, The Journal of Democracy

This book expands our understanding of the financial secrecy system dominating capitalism today and shows how we can create accountability to restore our democracy.

Over the last half century, capitalism has created the means for trillions of dollars, euros, pounds, and other stores of wealth to move invisibly-beyond the control of central bankers, law enforcement agents, and international institutions. With an entire financial secrecy system now dominating capitalist operations, riches flow inexorably upward and accelerate economic inequality. And rising inequality is directly imperiling-weakening, obstructing, and degrading-democracy.

This book is not a screed against capitalism-it is a call for capitalism to return to its roots, reenergizing its synergies with democracy. Raymond Baker writes, Democratic capitalism is, in my judgment, the best system yet devised in political economy, but dysfunctions within its capitalist component are undermining the two-part system.

Baker explains the tax havens, secrecy jurisdictions, disguised corporations, anonymous trusts, fake foundations, regulatory loopholes, money laundering techniques, and more that make up the financial secrecy system. But he goes beyond the what to the why, examining the motivations driving the system that generates and shelters trillions of dollars that could go toward spreading wealth, generating public goods, and protecting the environment.

Going deeper, Baker illustrates how these realities further corrode the commonwealth, with chapters devoted to the facilitating activities and impacts of banks, corporations, enabling lawyers and accountants, governments, and international institutions and concluding with the limiting role played in policy silos that are missing the bigger picture.

Finally, he provides specific, pragmatic measures to reset capitalism so that it once again contributes to shared prosperity and sustained democracy. This is a magisterial treatment of an issue that is at the root of so many problems that plague our nation and the world today.

Master the Six Dimensions of the Project Management Universe!
Learn how to turn constraints into resources to achieve project objectives! Through case studies and practical exercises, The Six Dimensions of Project Management demonstrates the six possible combinations (or dimensions) of the “hierarchy of constraints"" (time, cost, and performance existing in a hierarchy of driver, middle and weak constraint) and the specific set of challenges and opportunities associated with each. Project managers will learn how to recognize a project's dimension and, by understanding its set of problems and resources, get the job done on time, on budget, and to spec!

You will uncover hidden flexibility, unlock valuable new resources, discover threats before they turn into problems, and win the admiration of customers and projects sponsors alike. You'll learn:
•How to use the “inner purpose” of a project to empower project mangers and team players
•Why certain kinds of failure point the way to higher levels of success
•What creates opposition to your project—and how to leverage it for your benefit
•Where to look to find creative opportunities on every project

Master the Six Dimensions of the Project Management Universe!
Learn how to turn constraints into resources to achieve project objectives! Through case studies and practical exercises, The Six Dimensions of Project Management demonstrates the six possible combinations (or dimensions) of the “hierarchy of constraints"" (time, cost, and performance existing in a hierarchy of driver, middle and weak constraint) and the specific set of challenges and opportunities associated with each. Project managers will learn how to recognize a project's dimension and, by understanding its set of problems and resources, get the job done on time, on budget, and to spec!

You will uncover hidden flexibility, unlock valuable new resources, discover threats before they turn into problems, and win the admiration of customers and projects sponsors alike. You'll learn:
•How to use the “inner purpose” of a project to empower project mangers and team players
•Why certain kinds of failure point the way to higher levels of success
•What creates opposition to your project—and how to leverage it for your benefit
•Where to look to find creative opportunities on every project

Trust
Creating the Foundation for Entrepreneurship in Developing Countries

Entrepreneurial ventures often fail in the developing world because of the lack of something taken for granted in the developed world: trust. Over centuries the developed world has built up customs and institutions like enforceable contracts, an impartial legal system, credible regulatory bodies, even unofficial but respected sources of information like Yelp or Consumer Reports that have created a high level of what scholar and entrepreneur Tarun Khanna calls “ambient trust.” If a product is FDA-approved we feel confident it's safe. If someone makes an untrue claim or breaks an agreement we can sue. Police don't demand bribes to do their jobs. Certainly there are exceptions, but when brought to light they provoke a scandal, not a shrug.

This is not the case in the developing world. But rather than become casualties of mistrust, Khanna shows that smart entrepreneurs adopt the mindset that, like it or not, it's up to them to weave their own independent web of trust—with their employees, their partners, their clients, their customers and with society as a whole. This can certainly be challenging, and requires innovative approaches in places where the level of societal mistrust is so high that, as in one example Khanna provides, an official certification of quality simply arouses suspicion—and lowers sales! Using vivid examples from Brazil, China, India, Mexico and elsewhere, Khanna shows how entrepreneurs can build on existing customs and practices instead of trying to push against them. He highlights the role new technologies can play (but cautions that these are not panaceas), and explains how entrepreneurs can find dependable partners in national and local governments to create impact at scale.

As far back as the 18th century Adam Smith recognized trust as what Khanna calls “the hidden engine of economic progress.” “Frankness and openness conciliate confidence,” Smith wrote. “We trust the man who seems willing to trust us.” That kind of confidence is critical to entrepreneurial success, but in the developing world entrepreneurs have to establish it through their own efforts. As Khanna puts it, “the entrepreneur must not just create, she must create the conditions to create.”

Trust
Creating the Foundation for Entrepreneurship in Developing Countries

Entrepreneurial ventures often fail in the developing world because of the lack of something taken for granted in the developed world: trust. Over centuries the developed world has built up customs and institutions like enforceable contracts, an impartial legal system, credible regulatory bodies, even unofficial but respected sources of information like Yelp or Consumer Reports that have created a high level of what scholar and entrepreneur Tarun Khanna calls “ambient trust.” If a product is FDA-approved we feel confident it's safe. If someone makes an untrue claim or breaks an agreement we can sue. Police don't demand bribes to do their jobs. Certainly there are exceptions, but when brought to light they provoke a scandal, not a shrug.

This is not the case in the developing world. But rather than become casualties of mistrust, Khanna shows that smart entrepreneurs adopt the mindset that, like it or not, it's up to them to weave their own independent web of trust—with their employees, their partners, their clients, their customers and with society as a whole. This can certainly be challenging, and requires innovative approaches in places where the level of societal mistrust is so high that, as in one example Khanna provides, an official certification of quality simply arouses suspicion—and lowers sales! Using vivid examples from Brazil, China, India, Mexico and elsewhere, Khanna shows how entrepreneurs can build on existing customs and practices instead of trying to push against them. He highlights the role new technologies can play (but cautions that these are not panaceas), and explains how entrepreneurs can find dependable partners in national and local governments to create impact at scale.

As far back as the 18th century Adam Smith recognized trust as what Khanna calls “the hidden engine of economic progress.” “Frankness and openness conciliate confidence,” Smith wrote. “We trust the man who seems willing to trust us.” That kind of confidence is critical to entrepreneurial success, but in the developing world entrepreneurs have to establish it through their own efforts. As Khanna puts it, “the entrepreneur must not just create, she must create the conditions to create.”

" We need our neighbors and community to stay healthy, produce jobs, raise our children, and care for those on the margin. Institutions and professional services have reached their limit of their ability to help us. The consumer society tells us that we are insufficient and that we must purchase what we need from specialists and systems outside the community. We have become consumers and clients, not citizens and neighbors. John McKnight and Peter Block show that we have the capacity to find real and sustainable satisfaction right in our neighborhood and community. This book reports on voluntary, self-organizing structures that focus on gifts and value hospitality, the welcoming of strangers. It shows how to reweave our social fabric, especially in our neighborhoods. In this way we collectively have enough to create a future that works for all. "

This book is about a new possibility for us together to discover the real basis for a satisfying life. It is a life that becomes possible when we join our neighbors in creating a community that nurtures our family and makes us useful citizens.

We are besieged by messages from consumer society telling us that we are insufficient, that we must purchase what we need from specialists and systems outside the community. We outsource our health care, child care, relationships, recreation, our safety, and our satisfaction. We are trained to become consumers and clients, not citizens and neighbors. McKnight and Block take a thoughtful look at how this situation came about, what maintains it, and the crippling effect it has had on our families, our communities, and our environment.

Right in our neighborhood we have the capacity to address our human needs in ways that systems, which see us only as interchangeable units, as problems to be solved, never can. We all have gifts to offer, even the most seemingly marginal among us. It does not matter how rich or poor the neighborhood is. McKnight and Block suggest how to nurture voluntary, self-organizing structures that will reveal these gifts and allow them to be shared to the greatest mutual benefit. They recommend roles we can assume and actions we can take to reweave the social fabric that has been unraveled by consumerism and its belief that however much we have, it is not enough.

Each neighborhood has poeple with gifts and talents needed to provide for our prosperity and peace of mind -- this book offers practical ways to discover them. It gives voice to the ideas of an abundant community. It reminds us of our power to create a hope-filled life. It assures us that when we join together with our neighbors, we are the architects of the future where we want to live.

Executives, investors, and the business press routinely chant the mantra that corporations are required to “maximize shareholder value.” In this pathbreaking book, renowned corporate expert Lynn Stout debunks the myth that corporate law mandates shareholder primacy. Stout shows how shareholder value thinking endangers not only investors but the rest of us as well, leading managers to focus myopically on short-term earnings; discouraging investment and innovation; harming employees, customers, and communities; and causing companies to indulge in reckless, sociopathic, and irresponsible behaviors. And she looks at new models of corporate purpose that better serve the needs of investors, corporations, and society.

“Shareholder value is the dumbest idea in the world.”
—Jack Welch

Executives, investors, and the business press routinely chant the mantra that corporations are required to “maximize shareholder value.” In this pathbreaking book, renowned corporate expert Lynn Stout debunks the myth that corporate law mandates shareholder primacy. Stout shows how shareholder value thinking endangers not only investors but the rest of us as well, leading managers to focus myopically on short-term earnings; discouraging investment and innovation; harming employees, customers, and communities; and causing companies to indulge in reckless, sociopathic, and irresponsible behaviors. And she looks at new models of corporate purpose that better serve the needs of investors, corporations, and society.

In this book, preeminent organizational scholar Edward Lawler identifies a comprehensive and integrated set of talent management practices that fit today's rapidly evolving workplace.

The world of work has changed dramatically, says Lawler. Organizations now operate in a global environment. New technologies continue to disrupt how, when, and where work is done and should be managed. The workforce is becoming more diverse. Sustainability has joined profitability as a key business goal. All of this has dramatically accelerated the pace of change, making recruiting the best talent—not simply filling positions—an overriding concern.

But too many organizations still use a job-based, bureaucratic talent management approach that doesn't take into account how the world has changed. Indeed, a recent study showed that from 1995 to 2016, there was no significant change in the way HR spends its time.

Lawler says that talent management has to be reinvented. It needs to be closely linked to the organization's overall strategy. Recruitment and talent management should be driven by the skills and competencies the organization needs for long-term growth. This means talent management requires agile systems that can respond quickly to changing conditions and that take a more individualized approach to evaluating and rewarding performance. And everything talent management does has to be based on evidence, not tradition.

Lawler looks at attracting, selecting, developing, rewarding, managing, and organizing talent through this new lens. In today's world, organizations have to constantly reinvent themselves—and talent management must do the same.