The Great Game Of Business

The Great Game of Business started a business revolution by introducing the world to open-book management, a new way of running a business that created unprecedented profit and employee engagement. The revised and updated edition of The Great Game of Business lays out an entirely different way of running a company. It wasn't dreamed up in an executive think tank or an Ivy League business school or around the conference table by big-time consultants. It was forged on the factory floors of the heartland by ordinary folks hoping to figure out how to save their jobs when their parent company, International Harvester, went down the tubes. What these workers created was a revolutionary approach to management that has proven itself in every industry around the world for the past thirty years--an approach that is perhaps the last, best hope for reviving the American Dream.

In the early 1980s, Springfield Remanufacturing Corporation (SRC) in Springfield, Missouri, was a near bankrupt division of International Harvester. Today it's one of the most successful and competitive companies in the United States, with a share price 3000 times what it was thirty years ago. This miracle turnaround is all down to one man, Jack Stack, and his revolutionary system of Open-Book Management, in which every employee understands the company's key figures, can act on them and has a real stake in the business. In Stack's own words: 'When employees think, act and feel like owners ... everybody wins.' As a management strategy, 'the great game of business' is so simple and effective that it's been taken up by companies from Intel to Harley Davidson.

The First Management Classic of the New Millennium! A bold experiment is taking place these days, as leading-edge companies turn upside down the management paradigm that has dominated corporate thinking for more than one hundred years. Southwest Airlines is perhaps the most visible practitioner, soaring through economic downturns while its competitors slash their budgets and order massive layoffs, but you can find other pioneers of the new approach in almost every industry and market niche. Their secret: a culture of ownership that allows them to tap into the most underutilized resource in business today–namely, the enthusiasm, intelligence, and creativity of working people everywhere. No one knows more about building a culture of ownership than CEO Jack Stack, who’s been working on one for the past twenty years with his colleagues at SRC Holdings Corporation (formerly Springfield ReManufacturing Corporation). Along the way, they’ve turned their company into what Business Week has called a “management Mecca,” attracting thousands of people representing hundreds of businesses to SRC’s home in Springfield, Missouri. There the visitors learn how to incorporate the ideals and values of SRC’s remarkable corporate culture into their own organizations–and then they go back and do it. Now, in A Stake in the Outcome, Stack offers a master class on creating a culture of ownership, presenting the hard-won lessons of his own twenty-year journey and explaining what it really takes to build for long-term success. The pioneer of “open-book management” (described in the best-selling classic The Great Game of Business), Stack and twelve other managers began their journey in 1982, when they purchased their factory from its struggling parent company. SRC grew 15 percent a year, while adding almost a thousand new jobs, and the company’s stock price rocketed from 10 cents to $81.60 per share. In the process, Stack discovered that long-term success required constant innovation–and that building a culture of ownership involved much more than paying bonuses, handing out stock options, or setting up an employee stock ownership plan. In a successful ownership culture, every employee had to take the fate of the company as personally as an individual owner would. Achieving that level of commitment was extraordinarily difficult, but Stack realized that the payoff would be enormous: a company that was consistently able to outperform the market. A Stake in the Outcome isn’t about theory–it’s about practice. Stack draws from his own successes and failures at SRC to show how any company can teach its employees to think and act like owners, including how to implement an effective equity-sharing program, how to promote continuous learning at every level of the organization, how to fire up employees’ competitive juices, how to broaden the concept of leadership and delegate responsibility for the business, and how to build a workforce that is fast on its feet and ready to take advantage of every opportunity. You’ll also learn about other companies that have succeeded in building cultures of ownership–and the lessons they can teach the rest of us. Written in Jack Stack’s straightforward, witty, no-beating-around-the-bush style, A Stake in the Outcome is like having a one-on-one session with a master entrepreneur and business innovator. It shows managers and executives of companies both large and small how to build a ferociously motivated workforce that is energized and committed to meeting and overcoming the most daunting challenges a company can face.

Surveys the tumultuous history of hockey in Toronto in the early years of the past century, as professional teams began to replace dedicated amateurs at the highest levels of the sport, and examines sports professionalism in Canada.

The struggle between Russia and Great Britain over Central Asia in the nineteenth century was the original "great game." But in the past quarter century, a new "great game" has emerged, pitting America against a newly aggressive Russia and a resource-hungry China, all struggling for influence over one of the volatile areas in the world: the long border region stretching from Iran through Pakistan to Kashmir. In Great Games, Local Rules, Alexander Cooley, one of America's most respected Central Asia experts, explores the dynamics of the new competition over the region since 9/11. All three great powers are pursuing important goals: basing rights for the US, access to natural resources for the Chinese, and increased political influence for the Russians. But Central Asian governments have proven themselves powerful forces in their own right, establishing local rules that serve to fend off foreign involvement, enrich themselves and reinforce their sovereign authority. Cooley's careful and surprising explanation of how small states interact with great powers in this vital region greatly advances our understanding of how world politics actually works in this contemporary era.

Sequel to the New York Times bestseller Amari and the Night Brothers! Artemis Fowl meets Men in Black in this magical second book in the New York Times and Indie bestselling Supernatural Investigations trilogy—perfect for fans of Tristan Strong Punches a Hole in the Sky, the Percy Jackson series, and Nevermoor. After finding her brother and saving the entire supernatural world, Amari Peters is convinced her first full summer as a Junior Agent will be a breeze. But between the fearsome new Head Minister’s strict anti-magician agenda, fierce Junior Agent rivalries, and her brother Quinton’s curse steadily worsening, Amari’s plate is full. So when the secretive League of Magicians offers her a chance to stand up for magiciankind as its new leader, she declines. She’s got enough to worry about! But her refusal allows someone else to step forward, a magician with dangerous plans for the League. This challenge sparks the start of the Great Game, a competition to decide who will become the Night Brothers’ successor and determine the future of magiciankind. The Great Game is both mysterious and deadly, but among the winner’s magical rewards is Quinton’s last hope—so how can Amari refuse?

From the New York Times bestselling author of Start With Why and Leaders Eat Last, a bold framework for leadership in today’s ever-changing world. How do we win a game that has no end? Finite games, like football or chess, have known players, fixed rules and a clear endpoint. The winners and losers are easily identified. Infinite games, games with no finish line, like business or politics, or life itself, have players who come and go. The rules of an infinite game are changeable while infinite games have no defined endpoint. There are no winners or losers—only ahead and behind. The question is, how do we play to succeed in the game we’re in? In this revelatory new book, Simon Sinek offers a framework for leading with an infinite mindset. On one hand, none of us can resist the fleeting thrills of a promotion earned or a tournament won, yet these rewards fade quickly. In pursuit of a Just Cause, we will commit to a vision of a future world so appealing that we will build it week after week, month after month, year after year. Although we do not know the exact form this world will take, working toward it gives our work and our life meaning. Leaders who embrace an infinite mindset build stronger, more innovative, more inspiring organizations. Ultimately, they are the ones who lead us into the future.

A senior editor of Inc. magazine explains the concept of "open-book management"--the powerful management tool that is revolutionizing American business--describing how and why it works and illustrating how all companies can utilize it to realize higher profits. magazine.