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Books > Humanities > History > History of specific subjects > History of specific institutions
Forget Apple and IBM. For that matter forget Silicon Valley. The first personal computer, a self-contained unit with its own programmable processor, display, keyboard, internal memory, telephone interface, and mass storage of data was born in San Antonio TX. US Patent number 224,415 was filed November 27, 1970 for a machine that is the direct lineal ancestor to the PC as we know it today. The story begins in 1968, when two Texans, Phil Ray and Gus Roche, founded a firm called Computer Terminal Corporation. As the name implies their first product was a Datapoint 3300 computer terminal replacement for a mechanical Teletype. However, they knew all the while that the 3300 was only a way to get started, and it was cover for what their real intentions were - to create a programmable mass-produced desktop computer. They brought in Jack Frassanito, Vic Poor, Jonathan Schmidt, Harry Pyle and a team of designers, engineers and programmers to create the Datapoint 2200. In an attempt to reduce the size and power requirement of the computer it became apparent that the 2200 processor could be printed on a silicon chip. Datapoint approached Intel who rejected the concept as a "dumb idea" but were willing to try for a development contract. Intel belatedly came back with their chip but by then the Datapoint 2200 was already in production. Intel added the chip to its catalog designating it the 8008. A later upgrade, the 8080 formed the heart of the Altair and IMSI in the mid-seventies. With further development it was used in the first IBM PC-the PC revolution's chip dynasty. If you're using a PC, you're using a modernized Datapoint 2000.
The events of 9/11 presented the financial industry with the greatest operational crisis in its history. Key officials were killed; others could not be located. Primary and backup sites were unavailable or inadequate. Massive amounts of critical data were lost, and there was a crushing inability to communicate, locate or verify information. It was not known for a time which firms could participate in the markets and to what degree, nor was it clear to what extent certain markets had been damaged and when they should reopen. Nor could the human impact of the 9/11 events be divorced from the business issues. Those grappling to restore the markets had to cope with their own feelings of anxiety, shock and loss, and to deal with a uniquely horrific blend of personal and professional difficulties. This book tells of the regeneration of the U.S. markets, day by day, immediately following 9/11, with a focus on the U.S. Government securities market. The bottom line is that 9/11 brought the most important financial market in the world - the one looked to by investors globally for safety in times of trouble - to the brink of paralysis. The crisis was ultimately resolved through the willpower and wisdom of groups of disparate individuals, accompanied by an unprecedented climate of cooperation among fierce competitors that embodied the American spirit at its finest.
On April 20, 2010, the "Deepwater Horizon" oil rig exploded, killing eleven workers and creating the largest oil spill in the history of U.S. offshore drilling. But this wasn't the first time British Petroleum and its cost-cutting practices destroyed parts of the natural world. It also was not the first time that BP's negligence resulted in the loss of human life, ruined family businesses, or shattered dreams. From Alaska to Kansas to the Gulf, journalist Mike Magner has been tracking BP's reckless path for years, and in "Poisoned Legacy" he focuses, for the first time, on the human price of BP's rise to power.
Forbes: the legendary name in finance journalism. Synonymous with wealth, grand excess, glamour, and fun as well as style, insight, gossip, and hard-nosed reporting, the media empire and the family behind it form a remarkable story that has never been told. Now, in The Fall of the House of Forbes, veteran journalist Stewart Pinkerton reveals the hidden machinations, disastrous decisions, and personal foibles of a century-old dynasty that rose to glittering heights and crashed just as spectacularly. Writing from an insider's perspective and first-hand sources developed over his twenty years as a writer and editor at Forbes, Pinkerton takes us to the ritualized formal lunches inside the mansion-like headquarters at 60 Fifth Avenue in Manhattan; the lavish advertiser parties on board the family yacht, The Highlander; the sybaritic private life of Malcolm Forbes and the family's increasing discomfort with its patriarch; and the glory days of the magazine, with its news-making stories, high-rolling expense accounts, and bar-setting standards for anyone who aspired to wealth and its trappings. But as the media business changed, Forbes was slow to react, and found itself burdened by Malcolm's immense personal expenses, Steve Forbes's bumbling, self-financed presidential campaigns, and the family's hubris and hesitation in the face of reality. A series of devastating business decisions and an internecine struggle for power forced the sale of the Faberge eggs, the vintage toy collection, the homes, the private island, the yacht, and finally the sale of 40% of the company itself to outside investors...a collapse of shocking speed after decades of unsurpassed success. A compelling narrative account of a powerful family's dysfunction, The Fall of the House of Forbes is a parable of capitalism at its best and worst, and a metaphor for the current state of digital turmoil in media.
E Pluribus Kinko's describes how a highly democratic business structure helped Kinko's grow and profit for thirty years, and how the loss of democracy contributed to the company's decline and disappearance. From 1970 to 1999, Kinko's grew from a one-hundred-square-foot copy shop to a two-billion-dollar industry leader with over 1,000 branches worldwide, with thousands of engaged and participative citizen-coworkers. The foundations of our democracy were The Philosophy, which was like a constitution that clearly articulated stakeholder rights and expectations, our Partnership Ethos, which used profit sharing to spread the benefits and responsibilities of citizenship throughout the organization, and our habit of Pot-Stirring, which produced the frequent revolutions Thomas Jefferson believed were necessary in a healthy democracy. It was very messy - and very profitable.
In September 1869, two young speculators, Jay Gould and Jim Fisk, Jr., undertook perhaps the most audacious financial operation in American history - the cornering of the national gold supply. Fisk and Gould manipulated prices to the point that legitimate commerce froze to a halt. When the federal Treasury finally broke the corner on Black Friday, September 24, the price of $100 gold coin fell from $160 to $130 in fifteen minutes, sparking a national financial panic, a stock market depression, and the bankruptcy of major trading houses. The scandal reached the very household of President Ulysses Grant, and only the intervention of their friend, Boss Tweed of Tammany Hall, saved Fisk and Gould from personal ruin.
"Toyota is becoming a double threat: the world's finest manufacturer and a truly great innovator . . . that formula, a combination of production prowess and technical innovation, is an unbeatable recipe for success." -- "Fortune," February 2006 For the first time, an insider reveals the formula behind Toyota's unceasing quest to innovate and do more with less, a philosophy that has made it one of the ten most profitable companies in the world (and worth more than GM, Ford, DaimlerChrysler, and Honda combined). In a rare look into Toyota's ability to consistently achieve breakthroughs that outperform the competition, "The Elegant Solution" explains what Toyota associates have known all along: it's not about the cars. Rather, Toyota's astounding success is just the visible result of a hidden creative process that begins with a seven-digit number. "One million." That's how many new ideas the Toyota organization implements every year. These ideas come from every level of the organization -- from the factory floors to the corporate suites. And organizations all over the world want to learn how it's done. Now senior University of Toyota advisor Matthew May shows how any company can achieve an environment of everyday innovation and discover the kinds of elegant solutions that hold the power to change the game forever. World-class benchmarks like Lexus, Prius, Scion -- even Toyota's vaunted production system -- are simply shining examples of elegant solutions. A tactical playbook for team-based innovation, "The Elegant Solution" delivers powerful lessons in breakthrough thinking in a provocative yet practical guide to the three core principles and ten key practices that shape successful business innovation. Innovation isn't just about technology -- it's about value, opportunity, and impact. When a company embeds a real discipline around tapping ingenuity in the pursuit of perfection, the sky is the limit. Dozens of case studies (from Toyota and other companies) illustrate the universal power and applicability of these concepts. A unique "clamshell strategy" prepares managers to successfully lead and sustain the innovation effort. At once a thought-starter and a taskmaster, "The Elegant Solution" is a vital prescription for anyone wanting to truly master business innovation.
"Magnificently and heartbreakingly told. . . . Hudson] shows vividly that really filthy, face-to-face fraud and hard-sell bullying . . . brought the economy down around our ears."--"The Boston Globe" In this page-turning, true-crime expose, award-winning reporter Michael W. Hudson reveals the story of the rise and fall of the biggest subprime lender and Wall Street's biggest patron of subprime: Ameriquest and Lehman Brothers. They did more than any other institutions to produce the biggest financial scandal in American history. It's a tale populated by a remarkable cast of characters: a shadowy billionaire who created the subprime industry out of the ashes of the 1980s S&L scandal; insatiable Wall Street executives; ensnared home owners; investigators who tried to expose the fraud; politicians who turned a blind eye; and, most of all, the drug-snorting, high-living salesman who tell all about the money they made, the lies they told, the deals they closed. Provocative and gripping, "The Monster" is a searing look at the bottom-feeding fraud and top-down greed that fueled the financial collapse.
The Lockheed Plant in Marietta has been building many of the world's most legendary aircraft for the past 60 years--and that doesn't even count its service building B-29 bombers for the Bell Aircraft Company during World War II. Lockheed's six decades have seen the plant build jet bombers, like the B-47 Stratojet; the world's most dominant fighter jet (the F-22 Raptor); and the most vaunted cargo planes (C-130 Hercules, C-141 StarLifter, and C-5 Galaxy). In Images of America: The Lockheed Plant, readers will learn about those planes, the people who designed and assembled them, and the plant in which they were built. The striking images in this book were shared by Lockheed Martin and the Marietta Daily Journal and depict the plant from its construction through today.
This is a reproduction of a book published before 1923. This book may have occasional imperfections such as missing or blurred pages, poor pictures, errant marks, etc. that were either part of the original artifact, or were introduced by the scanning process. We believe this work is culturally important, and despite the imperfections, have elected to bring it back into print as part of our continuing commitment to the preservation of printed works worldwide. We appreciate your understanding of the imperfections in the preservation process, and hope you enjoy this valuable book.
In September 1910, the activist Roger Casement arrived in the Amazon jungle on a mission for the British government: to investigate reports of widespread human-rights abuses in the forests along the Putumayo River. Casement was outraged by what he uncovered: nearly thirty thousand Indians had died to produce four thousand tons of rubber for Peruvian and British commercial interests, under the brutal rubber baron Julio Cesar Arana. In 1912, Casement's seven-hundred-page report of the Putumayo violence set off reverberations throughout the world. Drawing on a wealth of original research, "The Devil and Mr. Casement" is a haunting story of modern capitalism with enormous contemporary political resonance.
THIS 20 PAGE ARTICLE WAS EXTRACTED FROM THE BOOK: Pamphlets: Elbert Hubbard's Selected Writings: Part 1, by Elbert Hubbard. To purchase the entire book, please order ISBN 0766103846.
The world of CEOs and boards has become an entitled insiders'
club--virtually free of accountability--and the abject failure of
our corporate leaders to police themselves is costing Americans
trillions and seriously undermining the strength of our economy.
Whereas boards are supposed to act as watchdogs, guarding
shareholders' interests, they have become enabling lapdogs to CEOs,
who are aided and abetted in their pursuit of outrageous pay and
unfettered power by a bevy of supporting players, including
compensation consultants who justify exorbitant pay packages and
accountants and attorneys who see no evil.
In "Right of the Dial," Alec Foege explores how the mammoth media conglomerate Clear Channel Communications evolved from a local radio broadcasting operation, founded in 1972, into one of the biggest, most profitable, and most polarizing corporations in the country. During its heyday, critics accused Clear Channel, the fourth-largest media company in the United States and the nation's largest owner of radio stations, of ruining American pop culture and cited it as a symbol of the evils of media monopolization, while fans hailed it as a business dynamo, a beacon of unfettered capitalism.What's undeniable is that as the owner at one point of more than 1,200 radio stations, 130 major concert venues and promoters, 770,000 billboards, and 41 television stations, Clear Channel dominated the entertainment world in ways that MTV and Disney could only dream of. But in the fall of 2006, after years of public criticism and flattening stock prices, Goliath finally tumbled--Clear Channel Communications, Inc., spun off its entertainment division and plotted to sell off one-third of its radio stations and all of its television concerns, and to transfer ownership of the rest of its holdings to a consortium of private equity firms. The move signaled the end of an era in media consolidation, and in "Right of the Dial," Foege takes stock of the company's successes and abuses, showing the manner in which Clear Channel reshaped America's cultural and corporate landscape along the way.
With an updated Afterword by the author |
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