Celebrate the 26th anniversary of the Dogfish Head Craft Brewery with this rich, adventurous history The Dogfish Head Book: 26 Years of Off-Centered Adventures celebrates a quarter-century in business for the Dogfish Head Craft Brewery. Over the past 26 years, the Dogfish Head founders have learned timeless lessons about working and living. This book shares their hard-earned insights and helps readers navigate life's adventures. Through its colorful design and photos, The Dogfish Head Book brings the brewing business to life. Inside, you'll find wisdom and entertainment in the form of memorabilia, photos, and the Dogfish Head Rules of Thumb. Food and beer lovers, entrepreneurs, and business professionals alike will enjoy this unique book, which also makes a perfect gift for any Dogfish Head fan or craft beer enthusiast. Since its start in 1995, Dogfish Head has grown exponentially to become one of the most celebrated craft breweries in the United States. This book lets you tour the history of the iconic brand without leaving home. Recounts the rich history of the Dogfish Head Brewery and Distillery Explores the founders' unique and successful business philosophy Reveals new details about the future of this fast-growing brewery Celebrates the 26th anniversary of Dogfish Head Paired nicely with any Dogfish Head beer, The Dogfish Head Book: 26 Years of Off-Centered Adventures is a living guide to business and life--the Dogfish way!

For Heineken, 'rising Africa' is already a reality: the profits it extracts there are almost 50 per cent above the global average, and beer costs more in some African countries than it does in Europe. Heineken claims its presence boosts economic development on the continent. But is this true? Investigative journalist Olivier van Beemen has spent years seeking the answer, and his conclusion is damning: Heineken has hardly benefited Africa at all. On the contrary, there are some shocking skeletons in its African closet: tax avoidance, sexual abuse, links to genocide and other human rights violations, high-level corruption, crushing competition from indigenous brewers, and collaboration with dictators and pitiless anti-government rebels. Heineken in Africa caused a political and media furore on publication in The Netherlands, and was debated in their Parliament. It is an unmissable expose of the havoc wreaked by a global giant seeking profit in the developing world.

Is your investment in that new Internet stock a sign of stock market savvy or an act of peculiarly American speculative folly? How has the psychology of investing changed--and not changed--over the last five hundred years? Edward Chancellor examines the nature of speculation--from medieval Europe to the Tulip mania of the 1630s to today's Internet stock craze. A contributing writer to The Financial Times and The Economist, looks at both the psychological and economic forces that drive people to "bet" their money in markets; how markets are made, unmade, and manipulated; and who wins when speculation runs rampant. Drawing colorfully on the words of such speculators as Sir Isaac Newton, Daniel Defoe, Ivan Boesky, and Hillary Rodham Clinton, Devil Take the Hindmost is part history, part social science, and purely illuminating: an erudite and hugely entertaining book that is more timely today than ever before.

A propulsive, eye-opening work of reporting, chronicling the rise of Juul, vaping, and the birth of a new addiction. "Fast-paced and impressively researched, this detailed account sings." --Publishers Weekly (starred review) A Publishers Weekly Top Ten Book of the Summer (2021) It began with a smoke break. James Monsees and Adam Bowen were two ambitious graduate students at Stanford, and in between puffs after class they dreamed of a way to quit smoking. Their solution became the Juul, a sleek, modern device that could vaporize nicotine into a conveniently potent dosage. The company they built around that device, Juul Labs, would go on to become a $38 billion-dollar company and draw blame for addicting a whole new generation of underage tobacco users. Time magazine reporter Jamie Ducharme follows Monsees and Bowen as they create Juul and, in the process, go from public health visionaries and Silicon Valley wunderkinds to two of the most controversial businessmen in the country. With rigorous reporting and clear-eyed prose that reads like a nonfiction thriller, Big Vape uses the dramatic rise of Juul to tell a larger story of big business, Big Tobacco, and the high cost of a product that was too good to be true.

On March 14, 2012, more than three million people read Greg Smith's bombshell Op-Ed in the New York Times titled "Why I Am Leaving Goldman Sachs." The column immediately went viral, became a worldwide trending topic on Twitter, and drew passionate responses from former Fed chairman Paul Volcker, legendary General Electric CEO Jack Welch, and New York City mayor Mike Bloomberg. Mostly, though, it hit a nerve among the general public who question the role of Wall Street in society -- and the callous "take-the-money-and-run" mentality that brought the world economy to its knees a few short years ago. Smith now picks up where his Op-Ed left off.
His story begins in the summer of 2000, when an idealistic 21-year-old arrives as an intern at Goldman Sachs and learns about the firm's Business Principle #1: Our clients' interests always come first. This remains Smith's mantra as he rises from intern to analyst to sales trader, with clients controlling assets of more than a trillion dollars.
From the shenanigans of his summer internship during the technology bubble to Las Vegas hot tubs and the excesses of the real estate boom; from the career lifeline he received from an NFL Hall of Famer during the bear market to the day Warren Buffett came to save Goldman Sachs from extinction-Smith will take the reader on his personal journey through the firm, and bring us inside the world's most powerful bank.
Smith describes in page-turning detail how the most storied investment bank on Wall Street went from taking iconic companies like Ford, Sears, and Microsoft public to becoming a "vampire squid" that referred to its clients as "muppets" and paid the government a record half-billion dollars to settle SEC charges. He shows the evolution of Wall Street into an industry riddled with conflicts of interest and a profit-at-all-costs mentality: a perfectly rigged game at the expense of the economy and the society at large.
After conversations with nine Goldman Sachs partners over a twelve-month period proved fruitless, Smith came to believe that the only way the system would ever change was for an insider to finally speak out publicly. He walked away from his career and took matters into his own hands. This is his story.

The American edition of the revelatory Swedish book Spotify Untold, the basis of the new Netflix Original series The Playlist, out now! "Two excellent Swedish journalists recount the historic rise of the company that changed modern music not just as a riveting business tale, but as a lesson in tech geopolitics. Spotify's Daniel Ek shows why Silicon Valley does not always win."--David Kirkpatrick, New York Times bestselling author of The Facebook Effect Steve Jobs tried to stop this moment from ever happening. Google and Microsoft made bids to preempt it. The music industry blocked it time and again. Yet, on a summer's eve in 2011, the whiz kid CEO of a Swedish start-up celebrated his company's US launch. In the midst of the Apple-Android tech war and a music label crusade against piracy and illegal downloading, Spotify redrew the battle lines, sent shockwaves through Silicon Valley, and got the hardline executives at Universal, Sony, and Warner to sign with its "free-mium" platform. In The Spotify Play, now adapted into an upcoming Netflix Original series, Swedish investigative tech journalists Sven Carlsson and Jonas Leijonhufvud, who covered the company from its inception, draw upon hundreds of interviews, previously untapped sources, and in-depth reporting on figures like Mark Zuckerberg, Sean Parker, Steve Jobs, Taylor Swift, Jay-Z, Pony Ma Huateng, and Jimmy Iovine. They have captured the riveting David vs. Goliath story of a disruptive innovator who played the industry giants in a quest to revolutionize the consumption of sound, building today's largest online source of audio, with more than 50 million songs, one million-plus podcasts, and over 300 million users.

An in-depth history of how finance remade everyday life in Thatcher's Britain. Are We Rich Yet? tells the story of the financialization of British society. During the 1980s and 1990s, financial markets became part of daily life for many Britons as the practice of investing moved away from the offices of the City of London, onto Britain's high streets, and into people's homes. The Conservative Party claimed this shift as evidence that capital ownership was in the process of being democratized. In practice, investing became more institutionalized than ever in late-twentieth-century Britain: inclusion frequently meant tying one's fortunes to the credit, insurance, pension, and mortgage industries to maintain independence from state-run support systems. In tracing the rise of a consumer-oriented mass investment culture, historian Amy Edwards explains how the "financial" became such a central part of British society, not only economically and politically, but socially and culturally, too. She shifts our focus away from the corridors of Whitehall and towards a cast of characters that included brokers, bankers and traders, newspaper editors, goods manufacturers, marketing departments, production companies, and hundreds of thousands of ordinary men and women. Between them, they shaped the terrain upon which political and economic reform occurred. Grappling with the interactions between structural transformation and the rhythms of everyday life, Are We Rich Yet? thus understands the rise of neoliberalism as something other than the inevitable outcome of a carefully orchestrated right-wing political revolution.

Vauxhall cars have been central to motoring in Britain for over a century. The company built a formidable reputation in its early years with notable machines like the Prince Henry, the 30/98 and the 1914 Grand Prix cars, and then moved into a more mainstream area of the market, remaining in the forefront of innovation during the 1930s. The post-1945 years saw the company as one of the foremost in Britain, catering for family needs with cars like the Velox, the Cresta, and the Victor, and then building the highly successful Viva range of smaller models. Closely aligned with its German cousin, Opel, Vauxhall relied increasingly on Opel's designs after the mid-1970s. Astra, Cavalier, Nova and Carlton were among the best-loved cars of their era, and no-one can forget the giant-killing 176mph Lotus Carlton. This illustrated introduction explores the history of Vauxhall cars from its beginning in 1903 to the city cars and SUVs that have led the Vauxhall product lines, as the company continues to excel in the twenty-first century.

One of the world's leading pharmaceutical companies, the Swiss multinational Novartis traces its history and that of its predecessor companies back to the first dye factories in Basel in the early 19th century. This second edition of the company's history covers early exports and expansion abroad, the unparalleled upsurge of the chemical industry in Basel during the First World War and then the emergence of pharmaceuticals in the interwar years. The enormous challenges of the Second World War were followed by an economic boom in the 1950s and 60s, the merger of CIBA and Geigy, the numerous diversifications in the 1970s and 80s, the merger of Ciba and Sandoz to found Novartis, and finally the first 25 years of Novartis. Those 25 years have included innovations in pharmaceuticals and medicine, and game-changing technologies such as the modification of T-cells. In addition to the running text, fifteen thematic articles outline the company's widely different innovations: from CIBA's early hormone preparations to the outstanding graphic design of Geigy Design, from revolutionary drugs like Sandimmune or Gleevec right through to the Novartis Campus project.

2020 Book of the Year * International Labor History Association Honorable Mention * Philip Taft Labor History Prize This rich history details the bitter, deep-rooted conflict between industrial behemoth International Harvester and the uniquely radical Farm Equipment Workers union. The Long Deep Grudge makes clear that class warfare has been, and remains, integral to the American experience, providing up-close-and-personal and long-view perspectives from both sides of the battle lines. International Harvester - and the McCormick family that largely controlled it - garnered a reputation for bare-knuckled union-busting in the 1880s, but in the 20th century also pioneered sophisticated union-avoidance techniques that have since become standard corporate practice. On the other side the militant Farm Equipment Workers union, connected to the Communist Party, mounted a vociferous challenge to the cooperative ethos that came to define the American labor movement after World War II. This evocative account, stretching back to the nineteenth century and carried through to the present, reads like a novel. Biographical sketches of McCormick family members, union officials and rank-and-file workers are woven into the narrative, along with anarchists, jazz musicians, Wall Street financiers, civil rights crusaders, and mob lawyers. It touches on pivotal moments and movements as wide-ranging as the Haymarket "riot," the Flint sit-down strikes, the Memorial Day Massacre, the McCarthy-era anti-communist purges, and America's late 20th-century industrial decline. Both Harvester and the FE are now gone, but this largely forgotten clash helps explain the crisis of yawning inequality now facing US workers, and provides alternative models from the past that can instruct and inspire those engaged in radical, working class struggles today.

The fight to control RJR Nabisco during October and November of 1988 was more than just the largest takeover in Wall Street history. Marked by brazen displays of ego not seen in American business for decades, it became the high point of a new gilded age, and its repercussions are still being felt. The ultimate story of greed and glory, Barbarians at the Gate is the gripping account of these two frenzied months, of deal makers and publicity flaks, of an old-line industrial powerhouse that became the victim of the ruthless and rapacious style of finance in the 1980s. Written with the bravado of a novel and researched with the diligence of a sweeping cultural history, here is the unforgettable story of the takeover in all its brutality.

Hawker Siddeley's history can be traced back to 1912 and the formation of the Sopwith Aviation Company by Tom Sopwith which metamorphosed into Hawker Aircraft after World War One. In 1934-35, Gloster, Avro, Armstrong Siddeley, Armstrong Whitworth and others were taken over to create the Hawker Siddeley Group. The Group built some of the most important aircraft and missiles of the 1960s, 1970s and beyond; its best-known products included the Harrier, Buccaneer, Nimrod and Hawk warplanes, Sea Dart missile and HS748 airliner. Its collaborative projects included the European Airbus and various satellite programmes. Hawker Siddeley was subsumed into British Aerospace in 1977, but some of its products still remain in service to this day. This is their story.

Software organizations in South Asia have particular organizational cultures and hierarchies, where teamwork and creativity are essential. Investigating research methodologies and collected data from team leaders across these industries, Team Work Quality subjects them to statistical analysis in order to infer how team work quality contributes towards the enhancement of creativity with respect to software organizations. Team Work Quality, a very recent term being widely applied in software organizations across the world now, has been measured in this book using Weimar's model of Team Work Quality. The relationship of five team characteristics namely, team size, team age, team ethnicity, team role and tenure of the team leader, on the relationship between 'Team Work Quality' and 'Creativity is also explored in this book. Strategies are also offered to software organizations for improving their levels of organizational creativity, through enhancement of Team Work Quality thereby helping its readers in creating a better work environment.

In 1977, the iconic Swindon Works was building locomotives. By 1986, it was shut down. In The End of the Line, Ron Bateman recounts the fight to save Swindon Works, its 3,500 jobs and the livelihood of the entire community it represented. Initially joining through the Works Training School in 1977, Ron witnessed this tragic struggle and the crushing blow dealt to the industry that had defined Swindon for generations. Combining personal recollections with information and interviews from many other insiders and railmen, this book provides the only comprehensive chronicle on the final decade of 147 years of railway engineering and a fateful milestone in the history of Swindon.

Founded by Robert M. Savini in 1933, Astor Pictures Corporation distributed hundreds of films in its 32 years of production. The company distributed over 150 first run features in addition to the numerous re-releases for which it became famous. Astor had great success in the fields of horror and western movies and was a pioneer in African-American film productions. While under Savini's management, Astor and its subsidiaries were highly successful, but after his death in 1956 the company was sold, leading to eventual bankruptcy and closure. This volume provides the first in-depth look at Astor Pictures Corporation with thorough coverage of its releases, including diverse titles like La Dolce Vita and Frankenstein's Daughter.

By tracing the history of Yudahua from the late nineteenth century to the middle of the twentieth century, this study analyzes a successful inland business model among textile companies in modern China. The steady growth of this enterprise relied primarily on its strategy to focus on low-end markets to locate new mills in underdeveloped interior regions. This strategy further allowed the enterprise to pioneer industrialization in its host localities, demonstrating a major social and economic impact on the local societies. At the same time, Yudahua's unique team leadership pattern-five leading families shared its ownership and management-made the business an atypical family firm and allowed relatively easy institutional departure from Chinese social networks and adoption of Western corporate hierarchy. Therefore, by the late 1940s, Yudahua had gradually developed into a fairly integrated business group with a unified management structure and routinized connections between its member mills, which differed noticeably from the loose alliances normally found in other early twentieth-century Chinese business conglomerates.

Since the invention of the telephone in 1876, publicity has been central to the growth of the industry. In its earliest years the Bell company enjoyed a patent monopoly, but after Alexander Graham Bell's patents expired, it had to fight competitors, the public, and the U.S. government to maintain control of the telephone network. It used every means its executives could imagine, and that included constructing one of the earliest and most effective public relations programs of its time. This book analyzes the development of public relations at AT&T, starting with a previously forgotten publicist, William A. Hovey, and then including James D. Ellsworth and Arthur W. Page, who worked with other Bell executives to create a company where public relations permeated almost every aspect of work, leveraging employee programs, stock sales, and technological research for PR. Critics accused it of disseminating propaganda, but the desire to promote and protect the Bell monopoly propelled the creation of a corporate public relations program that also shaped the legal, political, media, and cultural landscape.

Decline can be avoided.

Decline can be detected.

Decline can be reversed.

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

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

Stage 1: Hubris Born of Success

Stage 2: Undisciplined Pursuit of More

Stage 3: Denial of Risk and Peril

Stage 4: Grasping for Salvation

Stage 5: Capitulation to Irrelevance or Death

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

Great companies can stumble, badly, and recover.

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

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

Strategy is becoming more 'open' - more transparent and more inclusive. Opening Strategy tells the story of how corporate strategists and strategy consultants have worked since the middle of the last century to open up the strategy process. First strategic planning, then strategic management, and now 'open strategy' have all brought more people into the strategy process and provided more strategic information, for the benefit of both business and society at large. Informed by interviews with corporate strategists and consultants at leading firms such as General Electric and McKinsey & Co, and drawing on the historical archives of strategy's pioneers, this book provides vivid insights into the trials and tribulations of practice change in the strategy profession. Above all, it stresses the hard work of the little recognized and sometimes eccentric individuals who have been leaders in practice change. By building on a wide range of illustrations, covering both successes and failures, the book draws out general lessons for practice innovation in strategy. Those studying the topic will be able to set standard strategy techniques in historical and social context and develop new areas for investigation, while practising executives and consultants should gain a sense of how to innovate in strategy - and how not to.

Education is considered key for societies to achieve greater social cohesion and equality. Yet, schools, as the main providers of formal education, have increasingly come into question concerning their role in manifesting and perpetuating social categorisations, inequalities and discrimination instead of decreasing existing fragmentations and challenging power relations and hierarchies.

As a diverse society, Kenya is faced with power struggles and rivalries between different groups - for instance, along ethnic lines, often constructed deep in colonial history. This affects teaching and learning in school and the result is that Kenya is faced with vast disparities in terms of educational access and success - rendering some social groups marginalised and others favoured.

Positioning Diversity at Kenyan Schools explores the ways in which teachers in Kenyan primary and secondary schools experience and deal with social categorisations and diversity in terms of ethnicity, gender, wealth, culture, religion, etc. in their professional practice and in the current education system. Using critical pedagogy and diversity theory as a lens for positioning diversity in Kenyan schools, the questions that this book sets out to answer are: In what ways do the teachers' and schools' practices lead to transformation in terms of more social equality and less discrimination? In what ways do the practices manifest existing group categorisations, hierarchies and discrimination? How can schools and teaching practices in postcolonial Kenya become more inclusive and foster social cohesion and equality?

Few video game companies have a history as long and impressive as Sega Enterprises. Long before it took the home video game console market by storm, Sega was already an arcade powerhouse that successfully transferred its experience making coin-operated amusement machines into the video game boom of the late `70s and early `80s. The combined efforts of Sega's American, European, and Japanese branches revolutionized the arcade industry in ways that are still widely felt today. Thanks to their work, Sega has continued to innovate and lead the industry in design and quality for more than 40 years, producing some of the most famous arcade titles in history. Based on interviews with former Western and Japanese developers, as well as hundreds of English and Japanese documents, this book follows the rise of Sega in the video game industry, from its electromechanical machines of the mid-1960s to the acquisition of Gremlin Industries and the rise of its world-famous AM Studios, and finalizing with its merger with Sammy Corporation in 2003. 62 of Sega's most popular and ground-breaking games are explored in detail.

AB InBev is today's uncontested world leader of the beer market. It represents over 20% of global beer sales, with more than 450 million hectolitre a year flowing all around the world. Its Belgian predecessor, Interbrew, was a success story stemming from the 1971 secret merger of the country's two leading brewers: Artois and Piedboeuf. Based on material originating from company and private archives as well as interviews with managers and key family actors, this is the first study to explore the history of the company through the nineteenth and twentieth centuries. The story starts in the mid-nineteenth century with the scientific breakthroughs that revolutionised the beer industry and allowed both Artois and Piedboeuf to prosper in a local environment. Instrumental in this respect were the respective families and their successive heirs in stabilizing and developing their firms. Despite the intense difficulties of two world wars in the decades to follow, they emerged stronger than ever and through the 1960s became undisputed leaders in the national market. Then, in an unprecedented move, Artois and Piedboeuf secretly merged their shareholding in 1971, though keeping their operations separate until 1987 when they openly and operationally merged to become Interbrew. Throughout their histories Artois, Piedboeuf, and their successor companies have kept a controlling family ownership. This book provides a unique insight into the complex history of these three family breweries and their path to becoming a prominent global company, and the growth and consolidation of the beer market through the nineteenth and twentieth centuries.