In the early 1980s, Springfield Remanufacturing Corporation (SRC) in Springfield, Missouri, was a near bankrupt division of International Harvester. Today it's one of the most successful and competitive companies in the United States, with a share price 3000 times what it was thirty years ago. This miracle turnaround is all down to one man, Jack Stack, and his revolutionary system of Open-Book Management, in which every employee understands the company's key figures, can act on them and has a real stake in the business. In Stack's own words: 'When employees think, act and feel like owners ... everybody wins.' As a management strategy, 'the great game of business' is so simple and effective that it's been taken up by companies from Intel to Harley Davidson.

The bestselling author of "Small Giants" returns with an original guide to exiting your company successfully and gracefully Bo Burlingham's book "Small Giants" became an instant classic for its original take on a common business problem--how to handle the pressure to grow. It used deeply researched entrepreneurship stories to provide fresh insight into what really makes a great small business. Now Burlingham returns with a look at an even more common problem--how to leave your company gracefully. He interviewed dozens of owners who have sold or bequeathed their companies and distilled nine key lessons for success. For example, Ray Pagano turned down an initial offer for his twenty-eight-year-old company that manufactured housings for security cameras in favor of making the business more efficient and profitable. The effort paid off when he sold his newly improved company at the bottom of a recession for four times the original offer. Through stories like Pagano's, Burlingham offers an inspirational and enlightening guide through one of the most stressful processes every business owner must face.

"The Great Game of Business" started a business revolution by introducing the world to open-book management, a new way of running a business that created unprecedented profit and employee engagement.
The revised and updated edition of "The Great Game of Business" lays out an entirely different way of running a company. It wasn't dreamed up in an executive think tank or an Ivy League business school or around the conference table by big-time consultants. It was forged on the factory floors of the heartland by ordinary folks hoping to figure out how to save their jobs when their parent company, International Harvester, went down the tubes.
What these workers created was a revolutionary approach to management that has proven itself in every industry around the world for the past thirty years--an approach that is perhaps the last, best hope for reviving the American Dream.

It's widely accepted in business that great companies grow their revenues and profits year after year - but bigger is not necessarily better. In Small Giants, journalist Bo Burlingham takes us deep inside fourteen remarkable privately held companies, from a brewery to a record label, that chose a different path to success. These organizations quietly rejected the pressure of endless growth, deciding to focus more on satisfying business goals - being the best at what they do, creating a stimulating place to work, providing perfect customer service and making important contributions to their communities. But what are the magic ingredients that make these companies unique? Why and how does their approach work in such widely varying industries? And what lessons can we learn from them? A fresh, inspirational guide to business strategy, Small Giants will help any entrepeneur consider new directions to make their company great.

Two of Inc. magazine's hugely popular columnists show how small-business people can deal with all kinds of tricky situations. People starting out in business tend to seek step-by-step formulas or specific rules, but in reality there are no magic bullets. Rather, says veteran entrepreneur Norm Brodsky, there's a mentality that helps street-smart people solve problems and pursue opportunities as they arise. He calls it "the knack," and it has made all the difference to the eight successful start-ups of his career. Brodsky explores this mind-set every month in Inc. magazine, in the hugely popular column he co-writes with journalist and author Bo Burlingham (best known for his acclaimed book Small Giants). In both their column and now their book, they tell stories about real companies facing real challenges, and show readers how to apply "the knack" to their own businesses. Brodsky and Burlingham offer essential advice such as: Follow the numbers-that's the best way to spot problems before they become life threatening Keep focusing on your real goal--it's amazingly easy to get sidetracked by secondary concerns Don't get so close to the problem that you lose all perspective Brodsky and Burlingham prove that street smarts and business acumen can be within any entrepreneur's reach.

"One is tempted to say 'the only book you'll need on starting a business.' Brilliant! Genius! Choose your superlative-it'll fit."-Tom Peters
People starting out in business tend to seek step-by-step formulas or rules, but in reality there are no magic bullets. Rather, says veteran company-builder Norm Brodsky, there's a mentality that helps street- smart entrepreneurs solve problems and pursue opportunities as they arise.
Brodsky shares his hard-earned wisdom every month in "Inc." magazine, in the hugely popular "Street Smarts" column he cowrites with Bo Burlingham. Now they've adapted their best advice into a comprehensive guide for anyone running a small business.