An inspirational but disjointed autobiography best suited for neophyte designers, budding fashionistas, and Chanel devotees.
A conversational memoir charting the rise of the former global CEO of Chanel.
Coached by her aesthetically aware mother to develop “a sensitivity and curiosity to see and discover more of the world,” Chiquet was only 16 when she began envisioning an escape from the conservative confines of her suburban St. Louis childhood to “take in the immense beauty of a new picture.” She instantly fell in love with France after spending time in Provence, allured by pungent cheeses, liberating nudity at beaches, and a total immersion in the elegance of Parisian culture. After college at Yale, complete with semesters abroad, Chiquet began her remarkable managerial ascent at a succession of reputable companies. She sweeps readers inside her young, driven world as a fledgling marketing intern at L’Oreal Parfumerie in 1985, a stint at The Gap, and her role launching the Old Navy brand in 1994. All the while, she cultivated controversial trends and gained credibility as a businesswoman and a fashion-forward style forecaster. The book is bolstered with the author’s frequent asides on how striving for uniqueness can lead to dynamic achievements in business. Aiming for a crisp amalgam of memoir and motivational guide, her declarations oscillate from the classically platitudinous (“no opportunity is ever too small to show you what you can accomplish”) to the practical. Though Chiquet is frank and cleareyed about her career trajectory and openly shares opinions and insights on leadership, personal growth, and embracing change, the memoir drags with excess anecdotal material leading up to her celebrated tenure with Chanel. Readers hoping for the juicy inside story on the boardrooms and catwalk action of the fashion house may be disappointed with the book’s cursory closing chapters. Resigning from Chanel in 2016, she reflects on her time as a brand leader, imparting the sage wisdom she has gained through her impressive career and as a mother. The challenge she faced after Chanel was how to reinvent herself and forge ahead in new directions.
An inspirational but disjointed autobiography best suited for neophyte designers, budding fashionistas, and Chanel devotees.Pub Date: April 18, 2017
ISBN: 978-0-06-265570-7
Page Count: 288
Publisher: Harper Business
Review Posted Online: Feb. 5, 2017
Kirkus Reviews Issue: Feb. 15, 2017
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
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These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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