Stanford Business – Eight Books for Your Summer Reading List
The eight books are
- Bill Gates – My Ten Favorite Books
- Listen to the books on Audible
- Try Audible and Get Two Free Audiobooks
- Also see Bill Gates: 5 Books To Read This Summer
- Also see Written About, By or For Money Managers and Traders -> here
- Also see Goldman Sachs’ Recommended Reading List – Industry Background and Flavor Part I
- Goldman Sachs’ Recommended Reading List – Industry Background and Flavor Part II
JPMorgan’s Summer Reading List
Stanford list below
- Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
- Good to Great: Why Some Companies Make the Leap … and Others Don’t
- Thinking, Fast and Slow
- The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
- Into Thin Air
- This Is Your Brain on Music: The Science of a Human Obsession
Below is more on the books
Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow’s enterprises. If your organization needs to adapt to harsh new realities, but you don’t yet have a strategy that will get you out in front of your competitors, you need Business Model Generation.
Co-created by 470 “Business Model Canvas” practitioners from 45 countries, the book features a beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a game-changing business model–or analyze and renovate an old one. Along the way, you’ll understand at a much deeper level your customers, distribution channels, partners, revenue streams, costs, and your core value proposition.
Business Model Generation features practical innovation techniques used today by leading consultants and companies worldwide, including 3M, Ericsson, Capgemini, Deloitte, and others. Designed for doers, it is for those ready to abandon outmoded thinking and embrace new models of value creation: for executives, consultants, entrepreneurs, and leaders of all organizations. If you’re ready to change the rules, you belong to “the business model generation!”
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world’s greatest companies, including Coca-Cola, Intel, General Electric, and Merck.
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness — why some companies make the leap and others don’t.
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:
- Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.
- The Hedgehog Concept: (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.
- A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.
- The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.
“Some of the key concepts discerned in the study,” comments Jim Collins, “fly in the face of our modern business culture and will, quite frankly, upset some people.”
Perhaps, but who can afford to ignore these findings?
Major New York Times bestseller
Winner of the National Academy of Sciences Best Book Award in 2012
Selected by the New York Times Book Review as one of the best books of 2011
A Globe and Mail Best Books of the Year 2011 Title
One of The Economist‘s 2011 Books of the Year
One of The Wall Street Journal‘s Best Nonfiction Books of the Year 2011
2013 Presidential Medal of Freedom Recipient
In the international bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation?each of these can be understood only by knowing how the two systems shape our judgments and decisions.
Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives?and how we can use different techniques to guard against the mental glitches that often get us into trouble. Winner of the National Academy of Sciences Best Book Award and the Los Angeles Times Book Prize and selected by The New York Times Book Review as one of the ten best books of 2011, Thinking, Fast and Slow is destined to be a classic.
Henry David Thoreau’s masterwork Walden is a collection of his reflections on life and society.
In 1845, Thoreau moved to a cabin that he built with his own hands along the shores of Walden Pond in Massachusetts. Shedding the trivial ties that he felt bound much of humanity, Thoreau reaped from the land both physically and mentally, and pursued truth in the quiet of nature. In Walden, he explains how separating oneself from the world of men can truly awaken the sleeping self. Thoreau holds fast to the notion that you have not truly existed until you adopt such a lifestyle—and only then can you reenter society, as an enlightened being.
These simple but profound musings—as well as “Civil Disobedience,” his protest against the government’s interference with civil liberty—have inspired many to embrace his philosophy of individualism and love of nature. More than a century and a half later, his message is more timely than ever.
With an Introduction by W.S. Merwin
and an Afterword by Will Howarth
One of the world’s most famous and influential books, Meditations, by the Roman emperor Marcus Aurelius (A.D. 121–180), incorporates the stoic precepts he used to cope with his life as a warrior and administrator of an empire. Ascending to the imperial throne in A.D. 161, Aurelius found his reign beset by natural disasters and war. In the wake of these challenges, he set down a series of private reflections, outlining a philosophy of commitment to virtue above pleasure and tranquility above happiness.
Reflecting the emperor’s own noble and self-sacrificing code of conduct, this eloquent and moving work draws and enriches the tradition of Stoicism, which stressed the search for inner peace and ethical certainty in an apparently chaotic world. Serenity was to be achieved by emulating in one’s personal conduct the underlying orderliness and lawfulness of nature. And in the face of inevitable pain, loss, and death — the suffering at the core of life — Aurelius counsels stoic detachment from the things that are beyond one’s control and a focus on one’s own will and perception.
Presented here in a specially modernized version of the classic George Long translation, this updated and revised edition is easily accessible to contemporary readers. It not only provides a fascinating glimpse into the mind and personality of a highly principled Roman of the second century but also offers today’s readers a practical and inspirational guide to the challenges of everyday life.
Ben Horowitz, cofounder of Andreessen Horowitz and one of Silicon Valley’s most respected and experienced entrepreneurs, offers essential advice on building and running a startup—practical wisdom for managing the toughest problems business school doesn’t cover, based on his popular ben’s blog.
While many people talk about how great it is to start a business, very few are honest about how difficult it is to run one. Ben Horowitz analyzes the problems that confront leaders every day, sharing the insights he’s gained developing, managing, selling, buying, investing in, and supervising technology companies. A lifelong rap fanatic, he amplifies business lessons with lyrics from his favorite songs, telling it straight about everything from firing friends to poaching competitors, cultivating and sustaining a CEO mentality to knowing the right time to cash in.
Filled with his trademark humor and straight talk, The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures, drawing from Horowitz’s personal and often humbling experiences.
The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
A bank of clouds was assembling on the not-so-distant horizon, but journalist-mountaineer Jon Krakauer, standing on the summit of Mt. Everest, saw nothing that “suggested that a murderous storm was bearing down.” He was wrong. The storm, which claimed five lives and left countless more–including Krakauer’s–in guilt-ridden disarray, would also provide the impetus for Into Thin Air, Krakauer’s epic account of the May 1996 disaster.
By writing Into Thin Air, Krakauer may have hoped to exorcise some of his own demons and lay to rest some of the painful questions that still surround the event. He takes great pains to provide a balanced picture of the people and events he witnessed and gives due credit to the tireless and dedicated Sherpas. He also avoids blasting easy targets such as Sandy Pittman, the wealthy socialite who brought an espresso maker along on the expedition. Krakauer’s highly personal inquiry into the catastrophe provides a great deal of insight into what went wrong. But for Krakauer himself, further interviews and investigations only lead him to the conclusion that his perceived failures were directly responsible for a fellow climber’s death. Clearly, Krakauer remains haunted by the disaster, and although he relates a number of incidents in which he acted selflessly and even heroically, he seems unable to view those instances objectively. In the end, despite his evenhanded and even generous assessment of others’ actions, he reserves a full measure of vitriol for himself.
This updated trade paperback edition of Into Thin Air includes an extensive new postscript that sheds fascinating light on the acrimonious debate that flared between Krakauer and Everest guide Anatoli Boukreev in the wake of the tragedy. “I have no doubt that Boukreev’s intentions were good on summit day,” writes Krakauer in the postscript, dated August 1999. “What disturbs me, though, was Boukreev’s refusal to acknowledge the possibility that he made even a single poor decision. Never did he indicate that perhaps it wasn’t the best choice to climb without gas or go down ahead of his clients.” As usual, Krakauer supports his points with dogged research and a good dose of humility. But rather than continue the heated discourse that has raged since Into Thin Air‘s denouncement of guide Boukreev, Krakauer’s tone is conciliatory; he points most of his criticism at G. Weston De Walt, who coauthored The Climb, Boukreev’s version of events. And in a touching conclusion, Krakauer recounts his last conversation with the late Boukreev, in which the two weathered climbers agreed to disagree about certain points. Krakauer had great hopes to patch things up with Boukreev, but the Russian later died in an avalanche on another Himalayan peak, Annapurna I.
In 1999, Krakauer received an Academy Award in Literature from the American Academy of Arts and Letters–a prestigious prize intended “to honor writers of exceptional accomplishment.” According to the Academy’s citation, “Krakauer combines the tenacity and courage of the finest tradition of investigative journalism with the stylish subtlety and profound insight of the born writer. His account of an ascent of Mount Everest has led to a general reevaluation of climbing and of the commercialization of what was once a romantic, solitary sport; while his account of the life and death of Christopher McCandless, who died of starvation after challenging the Alaskan wilderness, delves even more deeply and disturbingly into the fascination of nature and the devastating effects of its lure on a young and curious mind.”
What can music teach us about the brain? What can the brain teach us about music? And what can both teach us about ourselves?
In this groundbreaking union of art and science, rocker-turned-neuroscientist Daniel J. Levitin (The World in Six Songs and The Organized Mind) explores the connection between music – its performance, its composition, how we listen to it, why we enjoy it – and the human brain. Drawing on the latest research and on musical examples ranging from Mozart to Duke Ellington to Van Halen, Levitin reveals:
- How composers produce some of the most pleasurable effects of listening to music by exploiting the way our brains make sense of the world
- Why we are so emotionally attached to the music we listened to as teenagers, whether it was Fleetwood Mac, U2, or Dr. Dre
- That practice, rather than talent, is the driving force behind musical expertise
- How those insidious little jingles (called earworms) get stuck in our head
Taking on prominent thinkers who argue that music is nothing more than an evolutionary accident, Levitin poses that music is fundamental to our species, perhaps even more so than language. A Los Angeles Times Book Award finalist, This Is Your Brain on Music will attract readers of Oliver Sacks and David Byrne, as it is an unprecedented, eye-opening investigation into an obsession at the heart of human nature.