All technologies differ from one another. They are as varied as humanity's interaction with the physical world. Even people attempting to do the same thing produce multiple technologies. For example, John H. White discovered more than l 1000 patents in the 19th century for locomotive smokestacks. Yet all technologies are processes by which humans seek to control their physical environment and bend nature to their purposes. All technologies are alike. The tension between likeness and difference runs through this collection of papers. All focus on atmospheric flight, a twentieth-century phenomenon. But they approach the topic from different disciplinary perspectives. They ask disparate questions. And they work from distinct agendas. Collectively they help to explain what is different about aviation - how it differs from other technologies and how flight itself has varied from one time and place to another. The importance of this topic is manifest. Flight is one of the defining technologies of the twentieth century. Jay David Bolter argues in Turing's Man that certain technologies in certain ages have had the power not only to transform society but also to shape the way in which people understand their relationship with the physical world. "A defining technology," says Bolter, "resembles a magnifying glass, which collects and focuses seemingly disparate ideas in a culture into one bright, sometimes piercing ray." 2 Flight has done that for the twentieth century.

There are thousands of mergers every year and, by some estimates, two-thirds of them either fail or fall far short of expectations. How can leaders keep their merger from becoming a head-on collision?
In The Human Side of M&A, Dennis Carey and Dayton Ogden argue that most failed mergers looked good on paper--they made financial and strategic sense--but the crucial human element was neglected or overlooked. Consequently, corporate cultures often clash and wreck any chance that the companies will work harmoniously together.
The authors, who have worked with many companies in the process of merging, draw on their unique experience to demonstrate how to address the human side of a merger, revealing pitfalls to avoid as well as best practices to pursue. They describe how to assess the quality of the people on both sides, aligned with the strategy, to determine whom to retain. They argue that the CEOs need to create a new vision for the combined company (one that differs from the visions of the two individual entities). And they stress that it is vitally important to move quickly once the merger is approved so that the new enterprise can hit the ground running on the first official day of operating as a combined company. The book concludes with a rigorous statistical appendix that analyzes some of the most successful mergers of the past ten years, validating the book's underlying theme and conclusions.
While the volume of mergers may wax and wane depending on a host of economic factors, mergers will endure as a logical, efficient, and profitable strategy for many companies in a global economy. This book will help ensure the success of those who choose this path.

Whether precipitated by sudden tragedy, CEO performance issues, or a key executive simply going elsewhere or retiring, succession planning has become a front-burner issue in corporate boardrooms across the USA. For board members, CEOs, and anyone concerned about the quality of governance in corporate America, CEO Succession fills the need for a practical, best-practices roadmap that puts the board of directors squarely at the helm as the guiding force for ensuring the steady flow of effective leadership.