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INFINITE LOOP

HOW APPLE, THE WORLD'S MOST INSANELY GREAT COMPUTER COMPANY, WENT INSANE

A long-winded invective against Steve Jobs, infamous co-founder of the Apple Computer company. Malone relates with glee how Jobs’s brilliance, his blindness to the demands of industry, and his charisma together nearly killed the company, which stands today as a small player in the midst of the industry it created. Malone grew up with Jobs and cof-ounder Steve Wozniak, and has covered Apple and Silicon Valley as a journalist for the Wall Street Journal and Forbes, among others. He exhibits a techie’s obsession with detail, listing the date of every occurrence from minor memos to the yearly MacWorld Expos, where the board of directors almost routinely got fired and reassembled. Malone begins with his own memories of Jobs in highschool, the lonely, brilliant nerd who defied authority and got his way by pure charm. He describes the young Wozniak, an engineering wizard who created a disk drive in time for the biggest computer show in the country, then realized he needed programs to make it work—which he wrote the night before the show. Together, Jobs and Wozniak lifted the personal computer from the domain of techie geeks to the wide world of business and the individual comsumers. But they didn—t create a company. They incited a cult. Where the company went wrong, according to Malone, was in its utter lack of management and foresight. Jobs consistently and contemptuously stymied his colleagues” efforts to instill workable operating systems and consistent product quality. The company inspired serflike loyalty, but Apple had no core. Malone calls the company a Chinese stacking box: when it is unpacked layer by layer, nothing is left. By association, he implies, Jobs was the same: an egomaniacal spin wizard who managed to fool the world into thinking Apple (and he) had direction and credibility, when in fact all it (and he) had was a bunch of ingenious ideas, with no method for integrating them. An exhaustive eulogy to a once-great company that changed the world but fell prey to its own antiestablishment fervor.

Pub Date: April 13, 1999

ISBN: 0-385-48684-7

Page Count: 608

Publisher: Doubleday

Review Posted Online: May 19, 2010

Kirkus Reviews Issue: April 15, 1999

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THINKING, FAST AND SLOW

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

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THE CULTURE MAP

BREAKING THROUGH THE INVISIBLE BOUNDARIES OF GLOBAL BUSINESS

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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