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The chairman of the board of Bear Stearns investment bank shares his innovative approach to business in a collection of witty, trenchant, and inspirational thoughts on success, bureaucracy, arrogance, telephone manners, and other topics.
Private equity firms are snapping up brand-name companies and assembling portfolios that make them immense global conglomerates. They're often able to maximize investor value far more successfully than traditional public companies. How do PE firms become such powerhouses? Learn how, in Lessons from Private Equity Any Company Can Use. Bain chairman Orit Gadiesh and partner Hugh MacArthur use the concise, actionable format of a memo to lay out the five disciplines that PE firms use to attain their edge: · Invest with a thesis using a specific, appropriate 3-5-year goal · Create a blueprint for change--a road map for initiatives that will generate the most value for your company within that time frame · Measure only what matters--such as cash, key market intelligence, and critical operating data · Hire, motivate, and retain hungry managers--people who think like owners · Make equity sweat--by making cash scarce, and forcing managers to redeploy underperforming capital in productive directions This is the PE formulate for unleashing a company's true potential.
A sharp and illuminating history of one of capitalism’s longest running tensions—the conflicts of interest among public company directors, managers, and shareholders—told through entertaining case studies and original letters from some of our most legendary and controversial investors and activists. Recent disputes between shareholders and major corporations, including Apple and DuPont, have made headlines. But the struggle between management and those who own stock has been going on for nearly a century. Mixing never-before-published and rare, original letters from Wall Street icons—including Benjamin Graham, Warren Buffett, Ross Perot, Carl Icahn, and Daniel Loeb—with masterful scholarship and professional insight, Dear Chairman traces the rise in shareholder activism from the 1920s to today, and provides an invaluable and unprecedented perspective on what it means to be a public company, including how they work and who is really in control. Jeff Gramm analyzes different eras and pivotal boardroom battles from the last century to understand the factors that have caused shareholders and management to collide. Throughout, he uses the letters to show how investors interact with directors and managers, how they think about their target companies, and how they plan to profit. Each is a fascinating example of capitalism at work told through the voices of its most colorful, influential participants. A hedge fund manager and an adjunct professor at Columbia Business School, Gramm has spent as much time evaluating CEOs and directors as he has trying to understand and value businesses. He has seen public companies that are poorly run, and some that willfully disenfranchise their shareholders. While he pays tribute to the ingenuity of public company investors, Gramm also exposes examples of shareholder activism at its very worst, when hedge funds engineer stealthy land-grabs at the expense of a company’s long term prospects. Ultimately, he provides a thorough, much-needed understanding of the public company/shareholder relationship for investors, managers, and everyone concerned with the future of capitalism.
No one knows the dark side of “The Street” better than master storyteller Stephen Frey, author of such riveting novels as Shadow Account and The Day Trader. Now, in his most ambitious work to date, Frey proves that no writer can put a high-powered hero at greater risk, nor offer readers more thrilling rewards. A towering legend among New York private equity partnerships, Everest Capital is aptly named. When its founder meets an untimely death, thirty-six-year-old superstar Christian Gillette gets the top job. But with the power and prestige come risks. The day he narrowly escapes a fiery explosion that consumes his limo and takes two innocent lives, Gillette instantly understands how intense those risks are. It comes as no surprise to him that he has enemies in the world of multibillion—dollar deals. But now that he controls Everest, he’s not going to let those enemies keep him from taking the firm–and himself–to even greater heights. Gillette has never hesitated to be aggressive, even ruthless, in his pursuit of success. This time will be no exception. But in order to forge the alliances necessary to achieve his goals, Gillette forsakes a cardinal rule: Never trust anyone. The only certainties are the insidious campaign of corporate sabotage that could cost Gillette his job and the relentless assassination attempts that could cost him his life. To break a deadly conspiracy of greed, he’ll be forced to walk–then run–an ever-blurring line between loyalty and betrayal, attack and retreat, survival and destruction . . . in the ultimate game of profit and loss. With The Chairman, Stephen Frey presides with intensified skill over the market he has so dramatically cornered–sharpening his patented brand of hard-boiled high-finance intrigue to its keenest cutting edge yet.
Against the backgrounds of World War II, the Cold War, the construction of Pax Americana, the Cuban missile crisis, the Kennedy assassination, and Vietnam, Bird shows us McCloy’s astonishing rise from self-described “chore boy” to “chairman of the Establishment.” His powerful circle shaped the postwar globe. But McCloy stood out among them as a towering figure of achievement: as a Wall Street lawyer who earned the confidence of captains of industry and presidents; as Henry Stimson’s right-hand man at the War Department; as president of the World Bank and chairman of the Chase financial empire; and as presidential adviser. Bird captures every facet of this self-made man. We see McCloy’s commercial acumen as the most in-demand lawyer of Wall Street; his dictatorial will as high commissioner of occupied Germany; and his stoic loyalty as adviser to Presidents FDR, Truman, Eisenhower, Kennedy, Johnson, Carter, Ford, and Reagan. Bird brilliantly explores how McCloy came to epitomize the American Establishment and the values of a generation that led the United States through bitter war and unparalleled prosperity.
The Great Chair speaks to a single issue—why board chairs are more important than ever for effective governance. This book tackles board leadership fundamentals, such as: • How effective board chairs engage colleagues to reach consensus, • How effective chairs lead the board so the board, in turn, fosters organizational effectiveness, • The trick to ensuring a focus on the highest priorities, • And—critically—how to build and sustain trust with the CEO and within the board. With nearly four decades of experience with the good, bad, and ugly of the board universe, Brian Hayward hones in on practical ways to develop the thinking and behaviour necessary for anyone taking this seat. Through real-life examples, and stories featuring Paul McCartney, Kalahari bushmen, Robert Maxwell, camels, Buddhist parables, and the Boeing 737 Max, readers will see how chairing a board requires leadership competency of its own (distinct from being a director). See what skills differentiate mediocre chairs from a truly great ones. The Great Chair has take-home value—with practical checklists you can use—and a personal development roadmap for you to develop the key skills central to effectively engaging individuals and groups. If you are on a personal journey that may include becoming a board chair—whether the organization exists for profit, and whether it is corporate, family, venture, public agency, or charity in form—The Great Chair was written for you.
In his much-anticipated memoir, The Company I Keep: My Life in Beauty, Chairman Emeritus and former CEO of The Estée Lauder Companies Leonard A. Lauder shares the business and life lessons he learned as well as the adventures he had while helping transform the mom-and-pop business his mother founded in 1946 in the family kitchen into the beloved brand and ultimately into the iconic global prestige beauty company it is today. In its infancy in the 1940s and 50s, the company comprised a handful of products, sold under a single brand in just a few prestigious department stores across the United States. Today, The Estée Lauder Companies constitutes one of the world’s leading manufacturers and marketers of prestige skin care, makeup, fragrance and hair care products. It comprises more than 25 brands, whose products are sold in over 150 countries and territories. This growth and success was led by Leonard A. Lauder, Estée Lauder’s oldest son, who envisioned and effected this expansion during a remarkable 60-year tenure, including leading the company as CEO and Chairman. In this captivating personal account complete with great stories as only he can tell them, Mr. Lauder, now known as The Estée Lauder Companies’ “Chief Teaching Officer,” reflects on his childhood, growing up during the Great Depression, the vibrant decades of the post-World War II boom, and his work growing the company into the beauty powerhouse it is today. Mr. Lauder pays loving tribute to his mother Estée Lauder, its eponymous founder, and to the employees of the company, both past and present, while sharing inside stories about the company, including tales of cutthroat rivalry with Charles Revson of Revlon and others. The book offers keen insights on honing ambition, leveraging success, learning from mistakes, and growing an international company in an age of economic turbulence, uncertainty, and fierce competition.
Kip Tindell, the founder and CEO of The Container Store, reveals the seven secrets to keeping both customers AND employees happy and all fully engaged. "You're going to sell what? Empty Boxes?" Back in 1978, Kip Tindell (Chairman & CEO of The Container Store) and his partners had the vision that people were eager to find solutions to save both space and time - and they were definitely onto something. A new category of the retailing industry was born - storage and organization. Today, with stores nationwide and with more than 5,000 loyal employees, the company couldn't be stronger. Over the years, The Container Store has been lauded for its commitment to its employees and focus on its original concept and inventory mix as the formula for its success. But for Tindell, the goal never has been growth for growth's sake. Rather, it is to adhere to the company's values-based business philosophies, which center on an employee-first culture, superior customer service and strict merchandising. The Container Store has been named on Fortune magazine's "100 Best Companies To Work For" list for 15 consecutive years. Even better, The Container Store has millions of loyal customers. In Uncontainable, Tindell reveals his approach for building a business where everyone associated with it thrives through embodying the tenets of Conscious Capitalism. Tindell's seven Foundation Principles are the roadmap that drives everyone at The Container Store to achieve the goals of the company. Uncontainable shows how other businesses can adapt this approach toward what Tindell calls the most profitable, sustainable and fun way of doing business. Tindell is that rare CEO who fully embraces the "Golden Rule" of business - where all stakeholders - employees, customers, vendors, shareholder, the community - are successful through a harmonic balance of win-wins.
"Based on extensive interviews with today's . . . corporate leaders, this look at how the best CEOs do their jobs focuses on the mindsets and actions that foster an environment of excellence"--
Together with a wider reference to the international picture, this book covers issues of corporate governance and board effectiveness. It includes greater shareholder activism, the split between chairman and managing director roles, board selection and moral and social issues.