Book Description
Best–selling author Andy Kessler ties up the loose ends from his provocative book, Running Money, with this history of breakthrough technology and the markets that funded them.
Expanding on themes first raised in his tour de force, Running Money, Andy Kessler unpacks the entire history of Silicon Valley and Wall Street, from the Industrial Revolution to computers, communications, money, gold and stock markets. These stories cut (by an unscrupulous editor) from the original manuscript were intended as a primer on the ways in which new technologies develop from unprofitable curiosities to essential investments. Indeed, How We Got Here is the book Kessler wishes someone had handed him on his first day as a freshman engineering student at Cornell or on the day he started on Wall Street. This book connects the dots through history to how we got to where we are today.
Customer Reviews:
Great Book.......2007-02-21
I haven't read Running Money but its next on my list. Andy Kessler does a phenomenal job on grasping your attention and then holding onto to it till the end. Very informative and educational... a must read !!
mildly entertaining.......2006-07-29
This book is a fast read and keeps your attention. I enjoyed the authors viewpoint on how recent history progressed as it did. I have not read the author's first two books "Wall Street Meat" and "Running Money", but from the reviews they are much different than this book, and have a lot to offer. He grabbed my attention, so I will add the other books to my wish list.
Fun, light reading for a sunday long bus ride...........2006-06-26
Nothing more than entretaining fare for a long tedious bus ride. Would not dissapoint the casual reader. No more no less.
Fun and Important Book.......2006-01-02
Fascinating story about the history of technology and capital markets. More fun than most books I've read, it's like riding a roller-coaster through history.
By giving us a detailed account of how these areas are interwoven, Kessler also looks to the future - showing how important it is for America (and the world) to make smart decisions that will lead to further advances.
Chris "SparkGuy" Downie
SparkPeople Founder & CEO
Not what I expected. I love his first two books much more.......2005-12-02
I rated the author's first two books "Wall Street Meat" and "Running Money" five stars with the praise that "if you like Liar's Poker, Fiasco, Pit's Bull, Confessions of a Street Addict, Trading with the Enemy..., you must not miss this one". However, this book is a >90 degree diversion of the author's prior course, which is, in my opinion, to write interesting knowledge from an analyst and a hedge fund manager's perspectives. Sorry to say that his latest work had turned into records of history falling short of sharp analysis that made his prior works so unique and outstanding. Actually, when I was reading it, "The World Is Flat: A Brief History of the Twenty-first Century by Thomas L. Friedman" which I read after "Running Money" always jumped out of my mind. Vice versa, when I was reading "Running Money". However, I am obliged to say that "The World is Flat" is a better alernative to this. For those, in particular traders and investors, who havent read any of the author's books, please read his first ones. They are great reads. For old fans of the author, you might have to change your expectation quite a bit.
Book Description
The past two decades have seen a gradual but noticeable change in the economic organization of innovative activity. Most firms used to integrate research and development with activities such as production, marketing, and distribution. Today, firms are forming joint ventures, research and development alliances, licensing deals, and a variety of other outsourcing arrangements with universities, technology-based start-ups, and other established firms. In many industries, a division of innovative labor is emerging, with a substantial increase in the licensing of existing and prospective technologies. In short, technology and knowledge are becoming definable and tradable commodities.
Although researchers have made significant advances in understanding the determinants and consequences of innovation, until recently they have paid little attention to how innovation functions as an economic process. This book examines the nature and workings of markets for intermediate technological inputs. It looks first at how industry structure, the nature of knowledge, and intellectual property rights facilitate the development of technology markets. It then examines the impacts of these markets on firm boundaries, the division of labor within the economy, industry structure, and economic growth. Finally, it examines the implications of this framework for public policy and corporate strategy. Combining theoretical perspectives from economics and management with empirical analysis, the book also draws on historical evidence and case studies to flesh out its research results.
Average customer rating:
- Outdated
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Evolution Not Revolution: Aligning Technology with Corporate Strategy to Increase Market Valuation
John Logan
Manufacturer: McGraw-Hill
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ASIN: 0071384103 |
Amazon.com
The day when information system leaders and business executives could function blissfully in their own isolated worlds is long gone--if indeed it ever really existed. John R. Logan's Evolution Not Revolution emphasizes why such professionals must now work closely together and outlines a series of six related competencies to help them do it. Logan, founder and CEO of the Aberdeen Group consulting company, says separation between these managers winds up producing a negative drag on performance that could be eliminated by introducing "a common set of management goals and principles for both to follow." Hinging everything on an overall corporate-wide information-age executive skill he dubs "emagineering," Logan spells out his approach to planning, deploying, operating, and measuring the advanced technological steps that spring from his suggested core proficiencies: fulfill the public's shifting demands, forge ties with existing customers and attract new ones, develop a common vision with business partners, maximize economic returns, execute functions on-time throughout the organization, and introduce technical operations necessary for a secure and flexible information system. "Connect the known, the suspected, and the new together," he writes, "and you will surely have the next great idea for improving the value of your company." --Howard Rothman
Book Description
Arms executives with the management skills to combine excellent strategy with flawless execution
John Logan, the visionary founder of the prestigious Aberdeen Group consulting firm, has never been one to run from a battle. In his strategic call to arms Evolution Not Revolution, Logan challenges executives and managers to stop regarding IT as just another overhead cost, and instead use IT a powerful tool to create and execute superior strategies. He introduces six competencies, designed to close the gap between a company's business and technology management functions, grow revenue for the companyand ultimately increase its market valuation.
Logan's disarmingly simple yet ingeniously interconnected six competencies will help readers develop:
- Marketing skills for strengthening existing customer bonds, while creating new classes of customers for the company to pursue
- Financial skills to pursue change in a manner that focuses on maximizing economic returns
- Information systems management skills to organize a flexible, expandable information systems architecture
Customer Reviews:
Outdated.......2005-04-21
I do NOT recommend reading this book. It is sooo outdated. Maybe this book would have salience in the mid-90s before the tech boom.
Most companies understand the issues laid out in the book now.
Review: Weak Content/Could Have Been Useful 5 Years Ago.......2004-07-05
Some guy sent this book to me (hardcover edition) about a year and a half ago, trying to get me to buy some educational training programs based on the book. I started the first page then but did not get around to reading the rest of the book until just recently.
I think Logan has done a decent job of outlining some IT adoption problems in corporations. Like some of the other reviewers have said, however, the book is simply not useful for large corporatations. It seems like Logan has always been a consultant. Never appreciating the politics and bureaucracy the IT department has to go through to implement new IT initiatives.
These guys like Logan come in with pie in the sky dreams. Fact of the matter is, we IT executives need to focus on getting maximum benefit out of minimum capital. The book simply expects too much. Dreaming.
Maybe business execs could read the book and get more out of it. But Logan is a soporiphic writer. I stopped used sleeping pills. All I needed to do was read a chapter of this book and I'd sleep well:)
Logan's problem is that he is writing a book for IT execs that he should be writing for business executives. He should have written the book with more succinct sentences. He should have cut the book in half at least.
Business guys don't like technology for the most part. To get them to pick up a boring and long book to teach them how to use IT is impossible.
That is the main problem with Logan's stuff -- ok content, terribly written, geared for the wrong audience, and pie in the sky dreams.
Overall, I would not recommend reading this book, unless you are having problems sleeping.
Maybe it would have been pertinent if I had actually gotten around to reading it when it was sent to me. The fact of the matter is that the book is now outdated.
Pass.......2004-04-28
It certainly is not one of the worst books I have read, but it is not the best. Perhaps I should be more objective. I am in charge of implementing IT initiaties for my firm. I saw the book cover and thought this might be helpful for me and my firm.
First chapter, good. Then the book got worse and worse. Clearly, the author has never worked in a large organization. He has no idea the difficulties facing CIOs in large and small companies. So while Login's ideas are ok, they have no benefit in the real corporate world in America.
But the book is not academic enough (i.e. good enough) for universities to use this.
I would NOT recommend this book. It is another one of those non-acadmemic, non-thought provoking books that just is not grounded in reality.
Fake Reviews/OK Book.......2004-04-05
I agree. Too many of these reviews look fake to me. Same day and 5 stars and flatter too much. Without little doubt I would consider many of these reviews to me marketing.
That is not right. Amazon should do something about this to ensure the integrity of these reviews.
Anyhoo, this book is decent. I'd recommend this book to mid-level managers in big firms who went to college after the tech revolution. Might have good insights for you.
But for a small firm these ideas dont work. And if you already are even broderline tech savvy, this book is not good. Basically just rehashes what everyone already knows.
If this book were written in the mid90s i would have recommended it to more people. But frankly, it is outdated now. This book came out a decade late.
I give it two stars. not horrible but not worht the money.
Dubious Reviews.......2004-03-22
Come on, the previous 3 reviews have to be fake! All were written on Feb. 17th?! All fawn over Logan and the Aberdeen Group. Reads like a marketing attempt to me.
Logan's book has some decent insights. Heck, he is right, more business and IT execs have to work together. Too many IT ventures fail.
But the book is terribly boring, even for a techie as an author.
The editor should have made the writing better.
I might give 2 stars to this, but those previous 3 reviews were soooo fake, I gotta give it 1 star to counterbalance those fake reviews.
Book Description
Terms of Engagement introduces a new method for changing organizations based on four essential principles: Widening the Circle of Involvement, Connecting People to Each Other and Ideas, Creating Communities for Action, and Embracing Democratic Principles. This method enables leaders to create the energetic, flexible, responsive organizations necessary to thrive and prosper in the contemporary business world.
Customer Reviews:
Enlightened Self-Interest.......2001-05-25
Is change failing? Are multiple leaders' initiatives foundering? Is vast energy being expended on change projects by roving teams of the best and the brightest? Maybe the approach is all wrong. Maybe you need ... more people.
So argues Richard Axelrod, democrat and change consultant. Believing that current change practices are too slow and bureaucratic, Axelrod asserts that there simply isn't enough engagement. In other words, after forty years in the business world - a world in which "it sometimes seems as if everything is changing at the speed of light" - the author has concluded that change efforts fail when people don't feel involved.
Whether this is a brilliant insight or a beacon of the trite and obvious is for the reader to determine. In the meantime, consider Axelrod's "engagement paradigm": widen involvement, connect people, create communities, and embrace democracy. All laudable in theory, and the author goes to great lengths to prove that such an approach doesn't cost or waste or confuse as much as a skeptic might imagine. But what does it mean? Larger meetings, fine, open-ended questions, certainly, flip charts and round tables, marvelous, but do these a paradigm make? When you look for details here you find yourself grasping at shadows. Ask for a specific action and Axelrod recommends "creating a compelling purpose." Some might find this a little vague.
Yet lying beneath the misty surface are basic assumptions, assumptions about pluralism and democracy all the more intriguing for remaining untested. Axelrod asserts for example that in large group change meetings, individuals frequently set aside their self-interest for the benefit of the organization. Perhaps, but couldn't we look to our founding fathers for another explanation? Examine the Federalist Papers and their hallowed brethren among American documents, and you'll find that democracy's strength grows not in spite of individual self-interest, but because of it. The negotiated settlement, the win-win solution, the efficient organization: people support such a "democratic" achievement because there's something in it for them.
_Terms of Engagement_ is unsubtle boosterism: of democracy, of Theory Y, and of the Axelrod Group and its Conference Model, which the book more promotes than describes. (Similarly treated are the Group's "walkthrus," a curious colloquialism from an author who eschews contractions.) If you too believe that change happens best in multitudes, pick up a copy of the book today. If not, consider why this nation is not a democracy. It's a republic.
Insightful!.......2001-05-09
Richard H. Axelrod presents a model for creating more effective change in an organization by involving everyone in the change process from the beginning. He suggests setting up large conferences with cross-functional, multidisciplinary planning and implementation groups. As this implies, he advocates combining planning and implementation, rather than creating parallel processes. He argues that the top-down approach of having a leader who sells a vision to the organization doesn't work, although the leader should be involved in the conference process. It seems shortsighted to dismiss visionary leadership, with its successful track record in various settings, yet Axelrod has organized his ideas clearly. He provides tools for using his approach, including anecdotal success stories, how-to inserts, and guidelines for following this process. His model shares some characteristics of other conference planning approaches, including "Future Search." However, we [...] recommend this engagingly written book for its appeal to executives and top managers who seek intriguing planning and change strategies.
The "Maximum Engagement" Change Model.......2000-12-10
I first experienced this change model as a young management consultant in the late 1960s, and was overwhelmed by its effectiveness then. Over the years, I have made this approach a central tenet of how I work with client organizations and our own. Richard Axelrod's book is the best description I have seen to date of the key elements of this model and the reasons why they work. I heartily endorse that you become familiar with this book, which will undoubtedly be a standard reference for many years to come. I was particularly pleased to see how well he has combined the perspectives of many other business and nonbusiness thinkers in this area.
The key challenge to successful change is in communication. Everyone agrees on that from Axelrod to Bob Kaplan to John Kotter. The four-aspect model here is particularly well designed to overcome communication stalls and miscommunications. These aspects are widening the circle of involvement to get more ideas from more people (this is a corollary to the key observations of complexity science for self-organizing order at the boundaries of systems), connecting people to each other (in order to drop barriers to communication), creating communities for action (by establishing a mutual purpose and direction), and embracing our social concepts of democratic treatment of all (to overcome skepticism about the authenticity of engagement potential).
By way of analogy consider the writing of the original Constitution of the United States. How would this have worked out if George Washington had simply dictated what he wanted? As you can imagine, there is no way that George Washington could have come up with that document by himself. Well, that's the way most organizations try to make changes. The leader dreams up what she or he wants and tell or sells everyone else. Next, what if George had called in four of his buddies from Virginia and hired two consultants from New York? Would they have developed the Constitution we have? Probably not. It mostly would have reflected the perspectives of Virginia and New York. Even if they had, no one would have been very committed to it. The process the Constitutional Convention actually used is very similar to the one that Mr. Axelrod espouses.
The book's material is clear, the examples compelling, the warnings are timely, and the directions are appropriate.
What are the limitations then of this book? I see them in five areas: First, you have to experience this process to appreciate its power. So you can read this book all you want, and you may not "get it." My advice is to put yourself in a situation where you try out this model and find out how well it works. Second, there are a lot of other things that can go wrong that are not described here. Think about Russia. The country has gone a long way to create free markets but new enterprises are often floundering. Part of the reason is that people don't think and don't yet prefer to operate in entrepreneurial, participative terms. Many individuals and groups have that same problem. Third, the writing style of the book is too intellectual relative to its emotional intensity to engage many people in its message. Fourth, you may need a guide for the first few times you try this. Those with expertise are in relatively short supply. Fifth, if the people involved in the process do not develop their understanding of how to analyze systems-related issues and devise ideal solutions, you will still be missing a lot of potential for improvement.
You can think of this book as complementary to the ideas presented in the other superb new book on overcoming the communications stall, The Strategy-Focused Organization. I suggest that you read that book as well. The on-going measurements of the Balanced Scorecard process can be quite helpful in establishing all four aspects of the change model. If, independent of these perspectives, you also create a superior business model and strategy, you can be further aided by having irresistible forces consistently favoring your progress. Tie together those three perspectives, and you should be unbeatable.
After you have finished experiencing and applying this improved change model in your organization, I suggest that you consider how you can extend it into other organizations you care about, like the schools in your community, the charity you sit on the board of or volunteer for, and the local hospital.
May you always work openly and successfully with all stakeholders to build better solutions and implement them rapidly!
An Ideal Road Map for School Change.......2000-11-20
Richard Axelrod has finally moved beyond the paradigm for change that has dominated this field for the last two decades. The inherent weaknesses of the current model are exposed. The four leadership challenges Axelrod defines if an organization is to cope with ongoing change: widening the circle of involvement, connecting people to each other and ideas, creating communities for action, and embracing democratic principles, are ideal for school communities. Through real life examples and clear writing he provides readers models of how they might contribute their multiple perspectives and skills to change in their schools.
If readers can connect Axlerod's insights with Senge's new book, "Schools that Learn," they will have superb guidance on how their schools might be redesigned to meet the needs of a new age.
I am the Director of Faculty Development at a Jesuit high school in San Francisco. We are currently using Axlerod's model with great success.
A New Paradigm for Organizational Change.......2000-11-05
In his Foreword, Axelrod asserts that his "is the first book to challenge the widely accepted change management paradigm. It provides leaders at all levels of the organization -- all those who initiate, design,, and implement change -- with a set of principles for bringing about change in a turbulent world. It is not a methodology, nor is it a set of techniques; rather, it is a set of principles that everyone can fall back on when faced with new and different situations." In Part One, Axelrod identifies the problems with the current change management paradigm. In effect, he demythologizes conventional thinking on this subject. In Part Two, he examines four principles for producing an engaged organization, devoting a separate chapter to each. It is important to keep in mind that the nature and extent of production (or results) will be determined almost entirely by the nature and extent of engagement throughout an organization.
In Part Three, Axelrod shares his insights and suggestions which will assist his reader during the "Getting Started" phase of the process. Also, Axelrod discusses what he calls the "minefields" on the "road to [organization-wide] engagement." He concludes with a brief, especially valuable analysis of "eight specific issues the engagement paradigm can help you tackle, including the introduction of new technology, the increase in mergers, acquisitions, and alliances, and growing dissociation from communities."
If you are now involved in any of this or are about to become involved, I recommend this book highly. Carefully select those strategies which are most appropriate to your own organization's needs and interests. Axelrod can then help you to chart or to reformulate a proper course to implement those strategies.
Average customer rating:
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A Colour Atlas of Tomato Diseases: Observation, Identification and Control
Dominique Blancard
Manufacturer: Manson Publishing
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ASIN: 1874545316 |
Average customer rating:
- Advocacy based on outdated literature... no favor here!
|
Living with Coyotes: Managing Predators Humanely Using Food Aversion Conditioning
Stuart R. Ellins
Manufacturer: University of Texas Press
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Binding: Hardcover
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ASIN: 0292706324 |
Book Description
"By carefully blending anecdotes, personal stories, personal interviews, nice prose, and 'hard' scientific data, Ellins presents a comprehensive picture of coyotes and shows how they've been maligned and also revered historically and nowadays. . . . an important contribution to the field . . ."
—Marc Bekoff, University of Colorado, Boulder, editor of
Coyotes: Biology, Behavior, and Management and
The Encyclopedia of Animal Behavior
The coyote may well be North America's most adaptable large predator. While humans have depleted or eliminated most other native predators, the coyote has defied all attempts to exterminate it, simultaneously expanding its range from coast to coast and from wilderness to urban areas. As a result, coyotes are becoming the focus of increasing controversy and emotion for people across the continent— from livestock growers who would like to eradicate coyotes to conservationists who would protect them at any cost.
In this thoughtful, well-argued, and timely book, Stuart Ellins makes the case that lethal methods of coyote management do not work and that people need to adopt a more humane way of coexisting with coyotes. Interweaving scientific data about coyote behavior and natural history with decades of field experience, he shows how endlessly adaptive coyotes are and how attempts to kill them off have only strengthened the species through natural selection. He then explains the process of taste aversion conditioning—which he has successfully employed—to stop coyotes from killing domestic livestock and pets. Writing frankly as an advocate of this effective and humane method of controlling coyotes, he asks, "Why are we mired in the use of archaic, inefficient, unsophisticated, and barbaric methods of wildlife management in this age of reason and high technology? This question must be addressed while there is still a wildlife to manage."
Customer Reviews:
Advocacy based on outdated literature... no favor here!.......2006-02-23
"Writing frankly as an advocate of this effective and humane method of controlling coyotes, he asks, 'Why are we mired in the use of archaic, inefficient, unsophisticated, and barbaric methods of wildlife management in this age of reason and high technology? This question must be addressed while there is still a wildlife to manage.'" - from publisher review
What does Ellins mean, "while there is still wildlife to manage"? Advocate a technique that is not approved by EPA nor most states? I thought FIFRA regulated pesticides, and food aversion conditioning chemicals for coyotes are not registered.
"Actually, our project in the Antelope Valley continued for two more years, and the struggle continues to this day throughout much of the United States. Predator management has emerged as a highly controversial and emotion-laden contemporary issue, the extreme camps consisting of those livestock growers who view all predators as vermin that are a constant threat to their economic well-being, and conservationists who advocate the protection of predators at all costs as important components in the balance of nature. With the demise of many other predators in North America, and essentially all other large predators in the United States, the outcome of this controversy now weighs heavily on the survival of the coyote. The challenge is to devise management procedures that can adequately protect the agricultural community from the economic losses caused by free-ranging coyotes, while at the same time creating conditions that will ensure the future of this icon of American independence and adaptability." - from Chapter 1
Look, current coyote management strategies are not perfect. But asking people to give them up for one with a very poor track record in the scientific and management literature borders on unethical. Food Aversion Conditioning - flavor avoidance learning - is a real phenomenon. Legions of psychology students demonstrate it in labs every school year.
However, it has not been shown to work with stopping coyote predation on sheep, goats, calves, watermelon, irrigation lines, cats, endangered birds, or people.
"... it became readily apparent that the practice of management by death, at least in the war against coyotes, is unjustifiable on biological, economic, and moral grounds." -- from chapter 2
The book summarizes a great deal of interesting coyote behavior, particularly related to foraging. There is little original data. For the most part, this is a book telling why people who kill coyotes are wrong. It is not a techniques book on "Managing Predators Humanely Using Food Aversion Conditioning."
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