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In 1710 an obscure Devon ironmonger Thomas Newcomen invented a machine with a pump driven by coal, used to extract water from mines. Over the next two hundred years the steam engine would be at the heart of the industrial revolution that changed the fortunes of nations. Passionately written and insightful, 'A Brief History of the Age of Steam' reveals not just the lives of the great inventors such as Watts, Stephenson and Brunel but also tells a narrative that reaches from the US to the expansion of China, India, and South America and shows how the steam engine changed the world.
Increasingly, top executives view supply markets as sources of competitive advantage and as means of achieving strategic objectives. Procurement is the management activity that makes this happen, and this process depends on superior risk management capability to be totally effective. And yet, despite its importance, PRM is surprisingly under-developed. The 'Global Risks 2008' survey report has pinpointed Supply Chain Vulnerability as one of the four key global risks for the next decade. But what is less well known is that this is only half of the story ... risk exposures also exist inside the company and can be just as damaging. Recent events prove that the unexpected and the inconceivable do happen. High class companies, be they public or private sector, may run their own affairs in an insightful, prudent and responsible way to the extent that they feel more able than others to survive such tumult. But no company is an island. It needs suppliers as well as customers. Conventional wisdom puts great emphasis on managing certain aspects of business such as customers; operations; strategy and finances. Typically, however, much less regard is paid to external suppliers and the risks present in dealing with them. As a minimum suppliers are the sources of materials, services and expert attention which enable the company to feed its business model. When done well though, a high-performance risk-aware procurement process provides the bonus of competitive advantage, with the ability to capitalise, rather than suffer, from the occurrence of unexpected events. This short guide explains how to do it.
WILL Deflation and depression really happen? WHAT Causes deflation and depression? CAN The Fed or the President prevent deflation? WHERE Can you find the few exceptionally sound banks, insurers, gold dealers and other essential service providers that can help you protect your wealth? HOW Should you arrange your finances and your life in order to survive the depression, prosper while it's happening, and take advantage of the unprecedented opportunity coming at the next major bottom? Not one in ten thousand investors will think to ask these questions, even as their financial institutions may be lurching toward insolvency. From 2002: 'This book outlines brilliantly and simply the rationale for how and why the bubble developed. Prechter will go down in history as a legend for having predicted the secular bull market and now having provided a lucid description of the economic cataclysm that unfortunately lies ahead. I urge you to read this book and give it to your loved ones. It provides great tactical advice on how to prepare yourself financially. Reading this book could make the difference between agony and comfort over the next 20 years.' -David Tice, President, Prudent Bear Funds From 2004: 'Prechter can take credit as the godfather of the modern deflation theory.' -Kirk Washington, 'Benchmark' magazine From 2009: 'Rooted in decades of serious research, published in 2002, this book was a frighteningly accurate predictor of the 2008 crash. It explains the 'big picture' of how economic conditions ebb and flow over time, how to profit from them and how to avoid getting caught in the inevitable squeezes that wipe out the unwary (i.e. 99% of the world).' -Ken McCarthy, 'The Independence Day Blueprint' For more reviews, please turn to the first page of this book.
We live in a world organized around the container. Standardized twenty- and forty-foot shipping containers carry material goods across oceans and over land; provide shelter, office space, and storage capacity; inspire films, novels, metaphors, and paradigms. Today, TEU (Twenty Foot Equivalent Unit, the official measurement for shipping containers) has become something like a global currency. A container ship, sailing under the flag of one country but owned by a corporation headquartered in another, carrying auto parts from Japan, frozen fish from Vietnam, and rubber ducks from China, offers a vivid representation of the increasing, world-is-flat globalization of the international economy. In The Container Principle, Alexander Klose investigates the principle of the container and its effect on the way we live and think. Klose explores a series of 'container situations' in their historical, political, and cultural contexts. He examines the container as a time capsule, sometimes breaking loose and washing up onshore to display an inventory of artifacts of our culture. He explains the 'Matryoshka principle,' explores the history of land-water transport, and charts the three phases of container history. He examines the rise of logistics, the containerization of computing in the form of modularization and standardization, the architecture of container-like housing (citing both Le Corbusier and Malvina Reynolds's 'Little Boxes'), and a range of artistic projects inspired by containers. Containerization, spreading from physical storage to organizational metaphors, Klose argues, signals a change in the fundamental order of thinking and things. It has become a principle.
A world-renowed business thinker and author of 'Competing for the Future' now brings an action plan to ignite business people who worry that their companies might be caught flat-footed by the future. To thrive in the age of revolution, Hamel maintains we must adopt a radical new innovation agenda and harness the imagination of every employee. Full color.