Panhard & Levassor was a ground-breaking company whose innovations set the standard for modern motoring. Not only was it the first company to produce a vehicle with an internal combustion engine mounted at the head of the chassis rather than under the driver's seat, the entire 'Panhard' layout of engine, gearbox, shaft drive to rigid rear axle, set the standard which is still used today. As the author reveals, Panhard & Levassor can also claim to be the first manufacturer to sell cars commercially. Author David Beare follows the fortunes of the company and its two founders, the affable and portly Rene Panhard complementing the intelligent and somewhat haughty Emile Levassor. From the late 1800s through the two world wars, they continued to produce revolutionary designs, including sleeve valves, monocoque chassis units and the new economy cars with air-cooled flat-twin engines and bodies and chassis made largely of aluminium. As an important contributor to the design and performance of their subsequent road cars, Panhard & Levassor's pioneering competition successes in early road-racing in the period from 1894 to 1903 are also covered, when the company was at the forefront of motor-racing technology and won many races. The story ends with the take-over of the company by Citroen, which ultimately absorbed the Panhard & Levassor creative genius into their own designs.

A family business frequently involves enough drama to fill a book - this one in fact.Pearl Sets the Pace tells the story of two landmark companies and a mighty dynasty. It begins in 1883, with the arrival of German brew master Otto Koehler in the bustling city of San Antonio, Texas. He establishes himself as one of the founders of a firm that eventually becomes the Pearl Brewery. In 1914, his murder at the hands of a disgruntled mistress becomes front-page news across the nation. Emma, his grieving (but tough-as-nails) widow, assumes leadership of the company and keeps it afloat during the dark days of Prohibition. In 1941, Margaret Koehler, one of Emma's granddaughters, marries David Earl Pace. After World War II, the young couple formulate a secret recipe for Mexican salsa. Like mad scientists, they experiment in their home kitchen and try out their concoctions on friends. From such humble beginnings grew a mighty enterprise, a real-world manifestation of the American Dream. By the early 1990s, Dave and Margaret's picante sauce was the top-selling Mexican food condiment in the world. Their descendants sold the business to the Campbell Soup Company for $1.1 billion. Through murders and mistresses, Depression and divorces, booms and busts, a passion for product sustained the Koehler-Pace clan. To make something, not simply for their neighbors to buy, but also something that would become integral to their daily lives. That became their defining principle. Yes, it defined them, but it also characterized their city. Can anyone really imagine San Antonio without beer and picante sauce? This is the story of a proud, complicated, and interwoven family and the two great enterprises they wrangled. But it is also the story of a unique Texas city and the people it breeds. It's a business story, a family story, and a story of a thriving, modern city; it is also our story.

Dieser zweite von zwei Sammelbanden zur Bestandsaufnahme von betriebswirtschaftlicher Frauen- und Geschlechterforschung zielt darauf ab, empirische betriebswirtschaftliche Frauen- und Geschlechterforschung hinsichtlich ihrer Zugange zu verorten und fur ihre Standortbestimmung aktuelle Forschungsergebnisse in den Blick zu nehmen. Dazu prasentiert dieses Buch 12 Beitrage, die unterschiedliche Ausgangs- und Ansatzpunkte fur ihre sehr vielfaltigen empirischen Analysen in verschiedenen Kontexten haben.

Working Backwards is an insider's breakdown of Amazon's approach to culture, leadership, and best practices from two long-time, top-level Amazon executives.

Colin started at Amazon in 1998; Bill joined in 1999. In Working Backwards, these two long-serving Amazon executives reveal and codify the principles and practices that drive the success of one of the most extraordinary companies the world has ever known. With twenty-seven years of Amazon experience between them, much of it in the early aughts—a period of unmatched innovation that brought products and services including Kindle, Amazon Prime, Amazon Studios, and Amazon Web Services to life—Bryar and Carr offer unprecedented access to the Amazon way as it was refined, articulated, and proven to be repeatable, scalable, and adaptable.

With keen analysis and practical steps for applying it at your own company—no matter the size—the authors illuminate how Amazon’s fourteen leadership principles inform decision-making at all levels and reveal how the company’s culture has been defined by four characteristics: customer obsession, long-term thinking, eagerness to invent, and operational excellence. Bryar and Carr explain the set of ground-level practices that ensure these are translated into action and flow through all aspects of the business.

Working Backwards is a practical guidebook and a corporate narrative, filled with the authors’ in-the-room recollections of what “Being Amazonian” is like and how it has affected their personal and professional lives. They demonstrate that success on Amazon’s scale is not achieved by the genius of any single leader, but rather through commitment to and execution of a set of well-defined, rigorously-executed principles and practices—shared here for the very first time.

Wirtschaftskriminalitat ist eine ernstzunehmende und oft noch unterschatzte komplexe Bedrohung fur viele Unternehmen in der globalisierten Wirtschaftswelt. Oft werden insbesondere die Risiken aus der wachsenden Computerkriminalitat und der Wirtschaftsspionage unterschatzt. Das Kompendium zeigt ausgehend von authentischen Fallen aktuelle Begehensweisen ebenso auf, wie die typische wirtschaftskriminelle Basismethodik, deren Kenntnis wichtig ist, um die standig neu variierten Angriffsmethoden zu erkennen. Insbesondere wird praxisnah aufgezeigt, wie sich Unternehmen vor allem durch wirksame Sensibilisierungs- und Kontrollmassnahmen sowie eine effiziente Interne Revision vor Wirtschaftskriminalitat in unterschiedlichen internen und externen Auspragungsformen schutzen koennen.

The core theme of the book is the importance of an independent state audit to ensure that the Executive is held accountable to Parliament. Instilling effective financial control and accountability for the use of public funds and the proper conduct of public business has been an incremental process that has taken centuries. This book provides a detailed history of the forces and personalities involved in the development of public sector audit, including the battles which extended well into the 20th century to establish a public sector audit that was constitutionally and in practice independent from the influence and control of the Executive. It identifies key themes that have emerged and re-emerged in these developments, and the challenges and obstacles faced and overcome over the years to arrive at today's modern audit framework and to establish current principles and practice in accountability to Parliament and the public. The book charts the movement of public sector audit from a focus on the presentation and accuracy of accounts to the introduction of the added dimension of ensuring that funds are spent only for purposes approved by Parliament and that resources have been used efficiently, effectively and with economy. It explores the seminal relationships of the NAO and its predecessors with the Treasury, spending departments and the Public Accounts Committee; and it deals with the impact of major changes still taking place in the objectives, management and delivery of government programmes and services, including the growing involvement of outside agencies and the private sector. The book reviews the NAO's current achievements, continuing challenges, developments in the range and nature of its work, and future priorities. Importantly, it provides an authoritative source of reference for professionals and academics, while remaining accessible to readers with a more general interest in the developments and issues examined.

Bill Hewlett and Dave Packard invented the model of the Silicon Valley start-up and set in motion a process of corporate becoming that made it possible for HP to transform itself six times over the 77 years since its founding in the face of sweeping technological changes that felled most of its competitors over the years. Today, HP is in the throes of a seventh transformation to secure its continued survival by splitting in two independent companies: HP Inc. and Hewlett Packard Enterprise. Based on extensive primary research conducted over more than 15 years, this book documents the differential contribution of HP's successive CEOs in sustaining the company's integral process of becoming. It uses a comprehensive strategic leadership framework to examine and explain the role of the CEO: (1) defining and executing the key tasks of strategic leadership, and (2) developing four key elements of the company's strategic leadership capability. The study of the strategic leadership of HP's successive CEOs revealed the paradox of corporate becoming, the existential situation facing successive CEOs (that justifies the book's empathic approach), and the importance of the CEO's ability to harness the company's past while also driving its future. Building on these novel insights, the book shows how the frameworks used to conceptualize the tasks of strategic leadership and the development of strategic leadership capability can serve as steps toward a dynamic theory of strategic leadership that animates an evolutionary framework of corporate becoming. This framework will be helpful for further theory development about strategic leadership and also offers practical tools for founders of new companies and CEOs and boards of directors of existing companies who intend to create, run or oversee companies built for continued relevance, longevity and greatness.

The remarkable story of how Joe Foster developed Reebok into one of the world's most famous sports brands, having started from a small factory in Bolton.

Since the late 19th century, the Foster family had been hand-making running shoes, supplying the likes of Eric Liddell and Harold Abrahams - later immortalised in the film Chariots of Fire - as well as providing boots to most Football League clubs. But a family feud between Foster's father and uncle about the direction of their business led to Joe and his brother Jeff setting up a new company, inspired by the success of Adidas and Puma, and so Reebok was born.

At first, money was so short that Joe and his wife had to live in their rundown factory, while the machinery that made the shoes was placed around the edge of the floor, because it was so weak it could have collapsed if they'd been positioned in the middle. But, from this inauspicious start, a major new player in the sports equipment field began to emerge, inspired by Joe's marketing vision. By the 1980s, Reebok had become a global phenomenon, when they were the first to latch onto the potential of the aerobics craze inspired by Jane Fonda. Soon, Reeboks were being seen on Hollywood red carpets and even in the film Aliens, where Sigourney Weaver wore a pair of Reebok Alien Stompers.

Like the international bestseller Shoe Dog, by Nike's Phil Knight, Shoemaker is a powerful tale of triumph against all the odds, revealing the challenges and sacrifices that go into creating a world-beating brand; it is also the story of how a small local business can transform itself, with the right products and the right vision, into something much, much bigger.