Vanity Fair presents 21 true stories of the new hard times Where did all the billions goCommissioned by the editors at Vanity Fair magazine, The Great Hangover is an eye-opening collection of essays on the global economic crisis by fifteen of the most respected contemporary business writers in America, including:Bryan Burrough (Barbarians at the Gate) on the atmosphere of uncertainty and fear that preceded the demise of Bear Stearns . . . Michael Lewis (Liar's Poker) on Iceland's bizarre national implosion . . . Mark Bowden (Black Hawk Down) on the decline of The New York Times and the threat to the ailing newspaper industry . . . Mark Seal on the defining figure of the seriously tarnished New Gilded Age: the Grand Master of Greed, Bernie Madoff . . . Along with compelling and sometimes hair-raising pieces from a dozen other Vanity Fair contributors on the recent recession's myriad villains and victims and the worldwide impact of the financial downturn.

If your workplace feels like a battle zone and colleagues sometimes act like adversaries, you ore not alone. Today four generations glare at one another across the conference table, and the potential for conflict and confusion has never been greater. Traditionalist employees with their "heads down, onward and upward" attitude live out a work ethic shaped during the Great Depression. Eighty million Baby Boomers vacillate between their overwhelming need to succeed and their growing desire to slow down and enjoy life. Generation Xers try to prove themselves constantly yet dislike the image of being overly ambitious, disrespectful, and irreverent. Millennials, new to the workforce, mix savvy with social conscience and promise to further change the business landscape. This insightful book provides hands-on methods to close the generation gaps. With effective tools to recruit, retain, motivate, and manage each generation, you can now create teamwork, not war, in today's highperformance workplace . . . where at any age, productivity is what counts.

For an extraordinary fifty-seven-year period, one of the nation's largest and fastest-growing companies was run by two men who were flesh and blood. The chief executives of the International Business Machines Corporation from 1914 until 1971 were Thomas J. Watson and Thomas J. Watson, father and son. That great corporation bears the imprint of both men -- their ambitions and their strengths -- but it also bears the consequences of a family that was in near-constant conflict.Sometimes wrong but never in doubt, both Watsons had clear -- and farsighted -- visions of what their company could become. They also had volcanic tempers. Their fights with each other combined with their commitment to leadership and excellence made IBM one of the most rewarding, yet gut-clutching firms to work for in the history of American business.We are accustomed to describing professional behavior as if men and women leave their emotions and vulnerabilities at home each day. In the case of the Watsons, filial and sibling strife could not be excluded from the office. In closely studying the desires and frustrations of the Watson family, eminent historian Richard S. Tedlow has produced something more than a family portrait or a company history. He has raised the nearly forbidden issue of the role of emotion in corporate life.This book explores the interplay between the person- alities of these two extraordinary men and the firm they created. Both Watsons had deeply held beliefs about what a corporation is and should be. These ideas helped make "Big Blue" the bluest of blue-chip stocks during the Watsons' tenure. These very beliefs, however, also sowed the seeds for IBM's disasters in the late 1980s and early 1990s, when the company had lost sight of the original meaning behind many of the practices each man put into place.Tracing the family's idiosyncratic ability to cope with each other's weaknesses but not their strengths, The Watson Dynasty is a book for every person who ever went to work but didn't want to check his personality at the door.

The popular TODAY financial editor Jean Chatzky helps you navigate through the critical challenges and potential catastrophes of personal finance.You've just lost your job. You've got a baby on the way. Your parent has had a stroke. Most people seek financial help not because they're planning for the future but because they need it . . . right now! If you have money problems or are seeking immediate help to solve a dire, unanticipated financial emergency, then you need Money 911. In this invaluable guidebook, financial expert Jean Chatzky provides answers to today's most pressing financial questions and concerns, including: How do I get out of debtHow do I avoid foreclosureHow do I set up a monthly budgetHow can I improve my credit scoreHow do I get my health insurance to pay a claimWhat should I do when I lose a parentWith Money 911, you can prepare for retirement, buy or sell a home, pick up the pieces of your personal finances, and get back on your feet and stay there!

At nineteen, Michael Dell started his company as a freshman at the University of Texas with $1,000 and has since built an industry powerhouse. As Dell journeys through his childhood adventures, ups and downs, and mistakes made along the way, he reflects on invaluable lessons learned.Michael Dell's revolutionary insight has allowed him to persevere against all odds, and Direct from Dell contains valuable information for any business leader. His strategies will show you effective ways to grow your business and will help you save time on costly mistakes by following his direct model for success.

Former NBA center Adonal Foyle has seen athletes burn through millions on women, large entourages, family gifts, gambling debts even shark tanks! Such spending habits are partly responsible for 60 percent of NBA players going broke within five years of retirement and nearly 80 perfect of NFL players being strapped within two.Rich with anecdotes from a sports insider, Winning the Money Game shows you how to avoid the financial fouls of athletes. Foyle gives you the straight, offering guidance on a wide range of money matters, from taxes to alimony, from child support to medical bills, and so much more. He beaks down expenses point by point, illustrating the difference between luxury items and family needs, and lays out the essential dos and don'ts to help you spend, save, and grow your money wisely.

What triggers fascination, and how do companies, people, and ideas put those triggers to useWhy are you captivated by some people but not by othersWhy do you recall some brands yet forget the restIn a distracted, overcrowded world, how do certain leaders, friends, and family members convince you to change your behaviorFascination: the most powerful way to influence decision making. It's more persuasive than marketing, advertising, or any other form of communication. And it all starts with seven universal triggers: lust, mystique, alarm, prestige, power, vice, and trust. Fascination plays a role in every type of decision making, from the brands you choose to the songs you remember, from the person you marry to the employees you hire. And by activating the right triggers, you can make anything become fascinating.To explore and explain fascination's irresistible influence, Sally Hogshead looks beyond marketing, delving into behavioral and social studies, historical precedents, neurobiology and evolutionary anthropology, as well as conducting in-depth interviews and a national study of a thousand consumers, to emerge with deeply rooted patterns for why, and how, we become captivated.Hogshead reveals why the Salem witch trials began with the same fixations as those in Sex and the City. How Olympic athletes are subject to obsessions similar to those of fetishists. How a 1636 frenzy over Dutch tulip bulbs perfectly mirrors the 2006 real estate bubble. And why a billion-dollar "Just Say No" program actually increased drug use among teens, by activating the same "forbidden fruit" syndrome as a Victoria's Secret catalog.Whether you realize it or not, you're already using the seven triggers. The question is, are you using the right triggers, in the right way, to get your desired resultThis book will show you.

Time is not money.Time is more important than money. Today's customers are overwhelmed, overworked, and overstressed, and it seems that everyone from CEOs to soccer moms is short on time and inundated with information. As a result, despite the availability of 24/7 commerce and countless ways of engaging people in our multiscreen (mobile, TV, and PC) economy, companies find it more difficult than ever to claim even a fraction of the 1,440 minutes in their customers' precious 24 hours. In The 24-Hour Customer, Adrian C. Ott, CEO of a successful Silicon Valley consultancy, argues that companies need to strategically harness the ebbs and flows of customer time and attention in order to win in today's competitive landscape. She explores the economics of time and attention, including why customers will devote hours addicted to social networks, yet will say "I have no time!" to other offerings. Based on extensive research and real-world results with market-leading companies, this book provides tools, such as Time-Value Tradeoffs and Time-ographics, that pinpoint opportunities to increase revenue and gain market traction. Filled with fascinating case studies from companies like Johnson Johnson, Amazon, and iPhone app start-ups, The 24-Hour Customer offers fresh ideas for capitalizing on the elements of time, attention, and value to innovate never-before-considered products, services, and programs for today's ber-connected, multitasking customer. Readers will discover how: Zipcar utilized time-slicing to redefine automobile ownership and grew by 70 percent, while the auto industry struggled in 2009; Netflix, Hulu, and others time-shifted to movies on-demand, ultimately restructuring the entertainment industry; P&G leveraged inattention by enabling habit-formation for some of its most successful brands. This book shares the latest strategic weapons for achieving market leadership and will change the way executives think about their businesses and their customers.

The fault line -- that dangerous, unstable seam in the economy where powerful innovations and savage competition meet and create market-shattering tremors. Every company lives on it; no manager can control it. In the original edition of Living on the Fault Line, Geoffrey Moore presented a compelling argument for using shareholder value (or share price) as the key driver in management decisions. Moore now revisits his argument in the post-Internet bubble world, proving that the methods he espouses are more germane than ever and showing companies how to use them to survive and thrive in today's demanding economy. Extending the themes of Crossing the Chasm and Inside the Tornado, his first two books on the dynamics of the high-tech markets, Moore shows why sensitivity to stock price is the single most important lever for managing in the future, both as a leading indicator of shifts in competitive advantage and as an employee motivator for making necessary changes in organizations heretofore impervious to change. This revised and updated edition includes: A deeper emphasis on core versus context, which has emerged as the key distinction in allocating resources to improve shareholder value A new Competitive Advantage Grid that will aid managers in achieving and sustaining competitive advantage, the most important component in managing for shareholder value An expanded Value Discipline Model as it relates to the Competitive Advantage Grid Analysis of the powerful new trend toward core/context analysis and outsourcing production duties Updated models of organizational change for each stage of market development As disruptive forces continue to buffet the marketplace and rattle the staid practices of the past, Moore offers a brilliant set of navigational tools to help meet today's most compelling management challenges.

Serial entrepreneur and journalist Shane Snow delves into the reasons why some people and some organizations are able to achieve incredible things in implausibly short time frames, showing how each of us can use these "smartcuts" to rethink convention and accelerate success.Why do some companies attract millions of customers in mere months while others flopHow did Alexander the Great, YouTube phenom Michelle Phan, and Tonight Show host Jimmy Fallon dash to the top in less time than it takes most of us to get a midlevel promotionHow do high-growth businesses, world-class heart surgeons, and underdog marketers beat the norm?Like computer hackers, a handful of innovators in every era use lateral thinking to find better routes to stunning accomplishments. Throughout history, the world's biggest successes have been achieved by those who refuse to follow the expected course and buck the norm.Smartcuts is about bucking the norm. In it, Snow shatters common wisdom about success, revealing how conventions like "paying dues" prevent progress, why kids shouldn't learn multiplication tables, and how, paradoxically, it's easier to build a huge business than a small one.Smartcuts tells the stories of innovators who dared to work differently and lays out practical takeaways for the rest of us. It's about applying entrepreneurial and technological concepts to success, and how, by emulation, we too can leapfrog competitors, grow businesses, and fix society's problems faster than we think.

Haven't women gotten everything they wantEconomic powerSocial influenceBusiness cloutYes, but it turns out that these fantastic gains have come at a heavy price, as consumer goods experts Michael J. Silverstein and Kate Sayre discovered in an unprecedented study of 12,000 women in forty countries.That relentless upward climb has left women feeling stressed out, time starved, and overburdened. As a result, they look to products and services that will help them claw back time, juggle multiple roles, and capture a few moments of enjoyment.Women want more much more, in every category of goods and services. And no matter what their age or economic situation or where they live in the world, women will spend trillions of dollars over the next decade on the brands that truly deliver: Home-cleaning products that enable women to do in an hour what used to take a day Financial-services products that recognize that women control half the United States' wealth Food products that help keep the whole family happy and healthy Health care services designed for working-women's hectic schedules In the coming years, women's influence will be so enormous that it will not only help bring us out of the economic downturn but also create one of the most dramatic market opportunities of our lifetime bigger than the rise of China and India; more sustainable than any bailout package.Through quantitative data, profiles of individual women, and stories of winning companies, Women Want More provides business leaders with the understanding and practices they need to capture their share of the rising "female economy."

End Pain.Foster Personal and Professional Growth.Live Better. While endings are a natural part of business and life, we often experience them with a sense of hesitation, sadness, resignation, or regret. But consultant, psychologist, and bestselling author Dr. Henry Cloud sees endings differently. He argues that our personal and professional lives can only improve to the degree that we can see endings as a necessary and strategic step to something better. If we cannot see endings in a positive light and execute them well, he asserts, the "better" will never come either in business growth or our personal lives.In this insightful and deeply empathetic book, Dr. Cloud demonstrates that, when executed well, "necessary endings" allow us to proactively correct the bad and the broken in our lives in order to make room for the professional and personal growth we seek. However, when endings are avoided or handled poorly as is too often the case good opportunities may be lost, and misery repeated. Drawing on years of experience as an executive coach and a psychologist, Dr. Cloud offers a mixture of advice and case studies to help readers know when to have realistic hope and when to execute a necessary ending in a business, or with an individual; identify which employees, projects, activities, and relationships are worth nurturing and which are not; overcome people's resistance to change and create change that works; create urgency and an action plan for what's important; stop wasting resources needed for the things that really matter. Knowing when and how to let go when something, or someone, isn't working a personal relationship, a job, or a business venture is essential for happiness and success. Necessary Endings gives readers the tools they need to say good-bye and move on.

After an eleven-year-old Kimberly Guilfoyle lost her mother to leukemia, her dad wanted her to become as resilient and self-empowered as she could be. He wisely taught her to build a solid case for the things she wanted. Creating a strong logical argument was the best way to ensure she could always meet her needs. That childhood lesson led her to become the fearless advocate and quick-thinking spitfire she is today. In Making the Case, Guilfoyle interweaves stories and anecdotes from her life and career with practical advice that can help you win arguments, get what you want, help others along the way, and come out ahead in any situation.Learning how to state your case effectively is not just important for lawyers it's something every person should know how to do, no matter what stage of life they are in. From landing her dream job right out of school, switching careers seamlessly midstream, and managing personal finances for greater growth and stability to divorcing amicably and teaching her young child to advocate for himself, Guilfoyle has been there and done it. Now she shares those stories, showing you how to organize your thoughts and plans, have meaningful discussions with the people around you, and achieve your goals in all aspects of your life. You'll also learn the tips and strategies that make the best advocates so successful, some of which come directly from courtroom scenarios where the stakes are highest.Told in her winning and humorous voice, Guilfoyle's experiences and the wisdom drawn from them are a ready guide to help you reach your potential and live a fulfilling and happy life at work and at home.

#131 The Case of the Two-Cent CandyYears ago, I wrote about a retail store in the Palo Alto environs a good one, which had a box of two-cent candies at the checkout. I subsequently remember that "little" parting gesture of the two-cent candy as a symbol of all that is Excellent at that store. Dozens of people who have attended seminars of mine from retailers to bankers to plumbing-supply-house owners have come up to remind me, sometimes 15 or 20 years later, of "the two-cent candy story," and to tell me how it had a sizable impact on how they did business, metaphorically and in fact.Well, the Two-Cent Candy Phenomenon has struck again with oomph and in the most unlikely of places.For years Singapore's "brand" has more or less been Southeast Asia's "place that works." Its legendary operational efficiency in all it does has attracted businesses of all sorts to set up shop there. But as "the rest" in the geographic neighborhood closed the efficiency gap, and China continued to rise-race-soar, Singapore decided a couple of years ago to "rebrand" itself as not only a place that works but also as an exciting, "with it" city. (I was a participant in an early rebranding conference that also featured the likes of the late Anita Roddick, Deepak Chopra, and Infosys founder and superman N. R. Narayana Murthy.)Singapore's fabled operating efficiency starts, as indeed it should, at ports of entry the airport being a prime example. From immigration to baggage claim to transportation downtown, the services are unmatched anywhere in the world for speed and efficiency.Saga . . . Immigration services in Thailand, three days before a trip to Singapore, were a pain. ("Memorable.") And entering Russia some months ago was hardly a walk in the park, either. To be sure, and especially after 9/11, entry to the United States has not been a process you'd mistake for arriving at Disneyland, nor marked by an attitude that shouted "Welcome, honored guest."Singapore immigration services, on the other hand:The entry form was a marvel of simplicity. The lines were short, very short, with more than adequate staffing.The process was simple and unobtrusive.And:The immigration officer could have easily gotten work at Starbucks; she was all smiles and courtesy.And:Yes!Yes!And . . . yes!There was a little candy jar at each Immigration portal!The "candy jar message" in a dozen ways:"Welcome to Singapore, Tom!! We are absolutely beside ourselves with delight that you have decided to come here!"Wow!Wow!Wow!Ask yourself . . . now:What is my (personal, department, project, restaurant, law firm) "Two-Cent Candy"?Does every part of the process of working with us/me include two-cent candies?Do we, as a group, "think two-cent candies"?Operationalizing: Make "two-centing it" part and parcel of "the way we do business around here." Don't go light on the so-called substance but do remember that . . . perception is reality . . . and perception is shaped by two-cent candies as much as by that so-called hard substance.Start: Have your staff collect "two-cent candy stories" for the next two weeks in their routine "life" transactions. Share those stories. Translate into "our world." And implement.Repeat regularly.Forever.(Recession or no recession you can afford two cents.)(In fact, it is a particularly Brilliant Idea for a recession you doubtless don't maximize Two-Cent Opportunities. And what opportunities they are.)

Here is the bestselling guide that created a new game plan for marketing in high-tech industries. Crossing the Chasm has become the bible for bringing cutting-edge products to progressively larger markets. This edition provides new insights into the realities of high-tech marketing, with special emphasis on the Internet. It's essential reading for anyone with a stake in the world's most exciting marketplace.

Transform Your Workplace!Imagine a company where people are excited about coming to work and giving their best efforts every day. In this innovative and engrossing business parable, Harry Paul and Ross Reck show managers at all levels how they can immediately and easily increase productivity by tapping into the discretionary effort of the people who work for them. Starting from the most basic aspect of business reality that people intentionally regulate the amount of effort they put into their jobs based upon how they feel they're being treated the authors point out that the most important part of the job of every manager, team leader, supervisor, and executive is to treat people in such a way that they become excited about applying all their discretionary effort toward performing their jobs.At the book's center is the story of Nancy Kim, a human resources director at a magazine that is struggling with all the problems associated with unhappy employees low productivity and morale along with high absenteeism and turnover. After she openly challenges the CEO's new management-by-the-numbers system, she's charged with turning the situation around immediately. Filled with real-world studies, Instant Turnaround! shows anyone how to turn the workplace into a destination a place where working hard feels like hardly working because it's engaging, enjoyable, and fulfilling.

Thirty-nine of America's most successful business leaders share the most important decisions of their careers and the life and career lessons they hold for us all. When former CEO Harlan Steinbaum decided to buy back his retail drug chain with his partners, his life changed dramatically. The personal impact that this one business decision this "tough call" had on Steinbaum made him wonder if others had experienced similar kinds of defining moments in their own careers. To find out, he reached out to some of the most successful people in the country leaders from companies such as Verizon, Chrysler, ESPN, Ogilvy & Mather, Enterprise Rent-A-Car, WellPoint, and Panera Bread Company to pinpoint the career-defining decisions that were integral to their success. The result is Tough Calls from the Corner Office, a treasure trove of rich business wisdom, stories of tough decisions and hard-won victories, and lessons from a lifetime of achievement in the world of business.Tough Calls from the Corner Office offers inspiring stories, lessons, principles, strategies, ideas, and solutions drawn from every stage in a successful career, from early key choices to the final leave-taking from the world of work. Given unprecedented access to such visionaries as Union Square Hospitality Group's Danny Meyer, ESPN's Bill Rasmussen, Build-A-Bear's Maxine Clark, and Let's Make a Deal's Monty Hall, Steinbaum shares their experiences, told in their own words, so that others may learn from them. In a time when many people are at professional crossroads, Tough Calls from the Corner Office offers inspiration and the confidence to believe that tough decisions can be the first step to extraordinary success.

Too many leadership failures. Too many career derailments. Too many toxic workplaces filled with disengaged, distrustful employees. Jeffrey Pfeffer, a professor at the Stanford Graduate School of Business and the author of Power, offers an incisive dissection of the multibillion-dollar leadership industry and presents ways to fix its many problems.In Leadership BS, Jeffrey Pfeffer pulls back the curtain, showing how leadership really works and why so many leadership development efforts fail. In this forthright and persuasive critique, Pfeffer argues that much of the oft-repeated wisdom about leadership is based more on hope than reality, on wishes rather than data, on beliefs instead of science. In an age when transparency is considered a virtue, Pfeffer makes the case that strategic misrepresentation isn't as harmful as you think, that breached agreements are a part of business, that immodesty is frequently a path to success, and that relying on the magnanimity of your boss is a bad bet.Using research findings from social psychology, sociology, and sociobiology, and filled with practical, actionable advice, Leadership BS encourages readers to finally stop accepting sugar-laced but toxic potions as cures and to understand the realities of organizations and human behavior.To make real change, Pfeffer argues, we need to get beyond the half-truths and self-serving stories that are so prominent in the mythology of leadership. In calling BS on so much conventional wisdom, Leadership BS offers both a provocative, scientific examination of how leadership actually works and how it doesn't and a pre*ion for leaders future and present.

You are a good person. You are one of the 84 million Americans who volunteer with a charity. You are part of a national donor pool that contributes nearly $200 billion to good causes every year. But you wonder: Why don't your efforts seem to make a differenceFifteen years ago, Robert Egger asked himself this same question as he reluctantly climbed aboard a food service truck for a night of volunteering to help serve meals to the homeless. He wondered why there were still people waiting in line for soup in this day and age. Where were the drug counselors, the job trainers, and the support team to help these men and women get off the streetsWhy were volunteers buying supplies from grocery stores when restaurants were throwing away unused fresh food every nightWhy had politicians, citizens, and local businesses allowed charity to become an end in itselfWhy wasn't there an efficient way to solve the problemRobert knew there had to be a better way. In 1989, he started the D.C. Central Kitchen by collecting unused food from local restaurants, caterers, and hotels and bringing it back to a central location where hot, nutritious meals were prepared and distributed to agencies around the city. Since then, the D.C. Central Kitchen has been named one of President Bush Sr.'s Thousand Points of Light and has become one of the most respected and emulated nonprofit agencies in the world, producing and distributing more than 4,000 meals a day. Its highly successful 12-week job-training program equips former homeless transients and drug addicts with culinary and life skills to gain employment in the restaurant business. In Begging for Change, Robert Egger looks back on his experience and exposes the startling lack of logic, waste, and ineffectiveness he has encountered during his years in the nonprofit sector, and calls for reform of this $800 billion industry from the inside out. In his entertaining and inimitable way, he weaves stories from his days in music, when he encountered legends such as Sarah Vaughan, Mel Torme, and Iggy Pop, together with stories from his experiences in the hunger movement -- and recently as volunteer interim director to help clean up the beleaguered United Way National Capital Area. He asks for nonprofits to be more innovative and results-driven, for corporate and nonprofit leaders to be more focused and responsible, and for citizens who contribute their time and money to be smarter and more demanding of nonprofits and what they provide in return. Robert's appeal to common sense will resonate with readers who are tired of hearing the same nonprofit fund-raising appeals and pity-based messages. Instead of asking the "who" and "what" of giving, he leads the way in asking the "how" and "why" in order to move beyond our 19th-century concept of charity, and usher in a 21st-century model of change and reform for nonprofits. Enlightening and provocative, engaging and moving, this book is essential reading for nonprofit managers, corporate leaders, and, most of all, any citizen who has ever cared enough to give of themselves to a worthy cause.

The definitive guide to turning the Millennials' great expectations into even greater results The Millennial generation (those born between 1982 and 2000) has rapidly entered the workforce in greater numbers, but its introduction to the workplace has been anything but seamless. In fact, many companies already report attention-grabbing stories about: the mother who called HR to complain when her Millennial daughter got a mediocre performance review; the new hire who dialed the CEO directly to tell him what the company could be doing better; the young employee who revealed a confidential new product on her Facebook page before it was made public. Clashes like these are happening in workplaces around the world, and they leave leaders and coworkers scratching their heads and wondering, "What do these Millennials wantWhy are they so differentHow do we get the good ones in the doorHow do we keep them there without alienating the other generations?" Going forward, a company's success will depend upon knowing the answers to these questions, because they are the keys to motivating this new generation and to taking advantage of the amazing potential it possesses. In The M-Factor, Baby Boomer Lynne Lancaster and Generation Xer David Stillman draw on cutting-edge case studies, findings from large-scale surveys, and hundreds of interviews to identify the seven trends essential for understanding and managing the Millennials: the role of the parents, entitlement, the search for meaning, great expectations, the need for speed, social networking, and collaboration. Observant, humorous, and savvy, this book the ultimate guide to Millennials in the workplace offers valuable insights and practical, take-action tips and solutions that Traditionalists, Boomers, Gen Xers, and even Millennials can use to bridge generational gaps, be more productive, and achieve organizational success like never before.

What if there were a clear set of instructions to help you bring your best ideas to lifeAs with a recipe, you could take a compelling idea and with concrete steps, transform it into something extraordinary. As a professor at Stanford University, Tina Seelig has dedicated her career to teaching the practice of moving from imagination to implementation. In Insight Out, she welcomes you into her classroom and crisply defines the core concepts of imagination, creativity, innovation, and entrepreneurship, presenting an elegant and much-needed model she calls the "Invention Cycle." This new approach enables you to see obstacles as opportunities, inspire others to share your vision, and ultimately bring more ideas to fruition. Filled with surprising research, examples from her Stanford classroom, and stories from around the world—Silicon Valley to San Quentin State Prison, rural Pakistan to the North Pole—Insight Out offers essential and unexpected strategies that will help bring even the slightest flicker of an idea to life. Equally useful for students, educators, entrepreneurs, and would-be innovators in all fields, this is an essential road map for anyone who wants to get ideas out of their head and into the world.