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.

Though technology has evolved at hyper speed over the past hundred years, management styles have mostly stayed the same. The higher-ups make the decisions, and the employees grind it out, often without knowing the endgame. In 1983, Jack Stack created a new game: The Great Game of Business. Get In The Game further explains the rules of this Game: to win, you must get everyone at all levels of the business as informed, involved, and engaged as the owner. This book offers a step-by-step guide on how to teach employees the numbers, show them the big picture, and let them have a say in the company's future. The Game has already benefited thousands of companies: Is yours ready to get in The Game?

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.

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 romantic conflicts of the Victorian Great Game to the war-torn history of the region in recent decades, Tournament of Shadows traces the struggle for control of Central Asia and Tibet from the 1830s to the present. The original Great Game, the clandestine struggle between Russia and Britain for mastery of Central Asia, has long been regarded as one of the greatest geopolitical conflicts in history. Many believed that control of the vast Eurasian heartland was the key to world dominion. The original Great Game ended with the Russian Revolution, but the geopolitical struggles in Central Asia continue to the present day. In this updated edition, the authors reflect on Central Asia's history since the end of the Russo-Afghan war, and particularly in the wake of 9/11.

The Great Game of Genocide addresses the origins, development and aftermath of the Armenian genocide in a wide-ranging reappraisal based on primary and secondary sources from all the major parties involved. Rejecting the determinism of many influential studies, and discarding polemics on all sides, it founds its interpretation of the genocide in the interaction between the Ottoman empire in its decades of terminal decline, the self-interested policies of the European imperial powers, and the agenda of some Armenian nationalists in and beyond Ottoman territory. Particular attention is paid to the international context of the process of ethnic polarization that culminated in the massive destruction of 1912-23, and especially the obliteration of the Armenian community in 1915-16. The opening chapters of the book examine the relationship between the great power politics of the 'eastern question' from 1774, the narrower politics of the 'Armenian question' from the mid-nineteenth century, and the internal Ottoman questions of reforming the complex social and ethnic order under intense external pressure. Later chapters include detailed case studies of the role of Imperial Germany during the First World War (reaching conclusions markedly different to the prevailing orthodoxy of German complicity in the genocide); the wartime Entente and then the uncomfortable postwar Anglo-French axis; and American political interest in the Middle East in the interwar period which led to a policy of refusing to recognize the genocide. The book concludes by explaining the ongoing international denial of the genocide as an extension of the historical 'Armenian question', with many of the same considerations governing modern European-American-Turkish interaction as existed prior to the First World War.