Book Description
A grand and revelatory portrait of Wall Street’s most storied investment bank
Wall Street investment banks move trillions of dollars a year, make billions in fees, pay their executives in the tens of millions of dollars. But even among the most powerful firms, Lazard Frères & Co. stood apart. Discretion, secrecy, and subtle strategy were its weapons of choice. For more than a century, the mystique and reputation of the "Great Men" who worked there allowed the firm to garner unimaginable profits, social cachet, and outsized influence in the halls of power. But in the mid-1980s, their titanic egos started getting in the way, and the Great Men of Lazard jeopardized all they had built.
William D. Cohan, himself a former high-level Wall Street banker, takes the reader into the mysterious and secretive world of Lazard and presents a compelling portrait of Wall Street through the tumultuous history of this exalted and fascinating company. Cohan deconstructs the explosive feuds between Felix Rohatyn and Steve Rattner, superstar investment bankers and pillars of New York society, and between the man who controlled Lazard, the inscrutable French billionaire Michel David-Weill, and his chosen successor, Bruce Wasserstein.
Cohan follows Felix, the consummate adviser, as he reshapes corporate America in the 1970s and 1980s, saves New York City from bankruptcy, and positions himself in New York society and in Washington. Felix’s dreams are dashed after the arrival of Steve, a formidable and ambitious former newspaper reporter. By the mid-1990s, as Lazard neared its 150th anniversary, Steve and Felix were feuding openly.
The internal strife caused by their arguments could not be solved by the imperious Michel, whose manipulative tendencies served only to exacerbate the trouble within the firm. Increasingly desperate, Michel took the unprecedented step of relinquishing operational control of Lazard to one of the few Great Men still around, Bruce Wasserstein, then fresh from selling his own M&A boutique, for $1.4 billion. Bruce’s take: more than $600 million. But it turned out Great Man Bruce had snookered Great Man Michel when the Frenchman was at his most vulnerable.
The LastTycoons is a tale of vaulting ambitions, whispered advice, worldly mistresses, fabulous art collections, and enormous wealth—a story of high drama in the world of high finance.
Customer Reviews:
Oh, the memories.......2007-07-27
This book brought back so many memories of the time (late eighties/early nineties) and place. Looking back while reading this book, I realize how much I learned about people and industry while working in investment
banking (albeit a bit remotely) in NYC in those years. The level of detail
that Bill Cohan brings to the topic of Lazard is noteworthy. It's a fun
read for insiders and non-insiders alike. I hope things are better for
women now - my daughter wants to be an investment banker when she grows up!
A great book for "warped" people (like myself)!.......2007-06-11
660+ pages about the 150+ year history of Lazard Feres might put most people to sleep. Not me! As someone who actually likes this stuff, I found this book fascinating. The history of big money and finance is actually one of big personalties, and this book gives an inside look at several of the major players. Although tedious at times to read, I made it through the entire book in a couple of days. The most fascinating part of the entire story is simply that money at the levels discussed in this book doesn't seem real--most people could never fathom how corporate finance is conducted. I recommend this book to anyone interested in the subject of investment banking, especially those considering a career in that arena.
Long but worth it.......2007-05-30
extremely long, but it gives you a great description of how an organization rises and falls with the times and the great men who are at the wheel.
Destined to be a Classic.......2007-05-24
Cohan has brought to life a vivid and spellbinding tale of the legendary giants in the investment banking field (Meyer, Rohatyn, David-Weill, Rattner, and Wasserstein) at Lazard, offering a compelling and revealing portrait of the relentless personalities that invented, dominated and defined the last few decades of M&A banking. At the same time, The Last Tycoons is, at its core, a saga of ambition, egotism, greed, vanity and pride of Shakespearean proportions played out on the grand stage of corporate takeovers and national politics.
What emerges is not a noble picture of what these ostensibly "Great Men" purported themselves to be. Instead, it is apparent that at Lazard, the black arts of power and greed were the currency used to exhort and extort men of high ambition and intellect to achieve stature and enormous fees. The long shadow of Andre Meyer (unquestionably a Sith Lord) looms over the Lazard partnership and his protégés and successors, Felix Rohatyn and Michel David-Weill. Meyer was a brilliant financier with no peer with the exception of Bruce Wasserstein and it's fitting and deserving that the story of Lazard begins and ends with these two men. In between, Michel and Felix weave a complex and fascinating legacy of fear and loathing in the intervening decades.
For bankers and professionals in the field, Cohan's detail and emotional and psychological nuances will be tantalizing and relevant. For those aspiring to enter the field, it's a cautionary tale - it's very hard to play on the big stage on Wall St without darkening your soul. This story is destined to be a Classic amongst Barbarians and Den of Thieves
barbarians at the gates of central park .......2007-05-19
maybe the first casualty of wealth is self-knowledge. that is the takeaway from William Cohan's fine history of the fabled lazard freres banking house. in these pages we watch titans of finance gloat and preen while their castle crumbles from corruption and mismanagement.
Its a terrific story peopled with fascinating characters. who wouldn't, after reading this book, want to dine with the formidable felix rohatyn. He fled the Nazis as a boy, rescued New York from financial ruin and ditched Lazard at just the right moment to serve the nation as Bill Clinton's Ambassador to France. His intellect and achievement dominate the book, just as Felix dominated wall street for a generation. His departure from the firm caps the end of "the great man" era in investment banking. In Rohatyn's day only a select handful of wise men could be trusted to guide transactions. Nowadays all you need is armani and a spread sheet.
Even as he maps the tectonic movement in investment banking, Cohan keeps it light with plenty of well-researched dish on criminal investigations, love affairs, fabulous art collections, New Yorkana and the occasional drop to earth by some of Lazard's wax-winged partners. I closed the book -- a whopping 750 pp's -- edified and thoroughly entertained.
Amazon.com
IDEO, the world's leading design firm, is the brain trust that's behind some of the more brilliant innovations of the past 20 years--from the Apple mouse, the Polaroid i-Zone instant camera, and the Palm V to the "fat" toothbrush for kids and a self-sealing water bottle for dirt bikers. Not surprisingly, companies all over the world have long wondered what they could learn from IDEO, to come up with better ideas for their own products, services, and operations. In this terrific book from IDEO general manager Tom Kelley (brother of founder David Kelley), IDEO finally delivers--but thankfully not in the step-by-step, flow-chart-filled "process speak" of most how-you-can-do-what-we-do business books. Sure, there are some good bulleted lists to be found here--such as the secrets of successful brainstorming, the qualities of "hot teams," and, toward the end, 10 key ingredients for "How to Create Great Products and Services," including "One Click Is Better Than Two" (the simpler, the better) and "Goof Proof" (no bugs).
But The Art of Innovation really teaches indirectly (not to mention enlightens and entertains) by telling great stories--mainly, of how the best ideas for creating or improving products or processes come not from laboriously organized focus groups, but from keen observations of how regular people work and play on a daily basis. On nearly every page, we learn the backstories of some now-well-established consumer goods, from recent inventions like the Palm Pilot and the in-car beverage holder to things we nearly take for granted--like Ivory soap (created when a P&G worker went to lunch without turning off his soap mixer, and returned to discover his batch overwhipped into 99.44 percent buoyancy) and Kleenex, which transcended its original purpose as a cosmetics remover when people started using the soft paper to wipe and blow their noses. Best of all, Kelley opens wide the doors to IDEO's vibrant, sometimes wacky office environment, and takes us on a vivid tour of how staffers tackle a design challenge: they start not with their ideas of what a new product should offer, but with the existing gaps of need, convenience, and pleasure with which people live on a daily basis, and that IDEO should fill. (Hence, a one-piece children's fishing rod that spares fathers the embarrassment of not knowing how to teach their kids to fish, or Crest toothpaste tubes that don't "gunk up" at the mouth.)
Granted, some of their ideas--like the crucial process of "prototyping," or incorporating dummy drafts of the actual product into the planning, to work out bugs as you go--lend themselves more easily to the making of actual things than to the more common organizational challenge of streamlining services or operations. But, if this big book of bright ideas doesn't get you thinking of how to build a better mousetrap for everything from your whole business process to your personal filing system, you probably deserve to be stuck with the mousetrap you already have. --Timothy Murphy
Book Description
IDEO, the widely admired, award-winning design and development firm that brought the world the Apple mouse, Polaroid's I-Zone instant camera, the Palm V, and hundreds of other cutting-edge products and services, reveals its secrets for fostering a culture and process of continuous innovation.
There isn't a business in America that doesn't want to be more creative in its thinking, products, and processes. At many companies, being first with a concept and first to market are critical just to survive. In
The Art of Innovation, Tom Kelley, general manager of the Silicon Valley based design firm IDEO, takes readers behind the scenes of this wildly imaginative and energized company to reveal the strategies and secrets it uses to turn out hit after hit.
IDEO doesn't buy into the myth of the lone genius working away in isolation, waiting for great ideas to strike. Kelley believes everyone can be creative, and the goal at his firm is to tap into that wellspring of creativity in order to make innovation a way of life. How does it do that? IDEO fosters an atmosphere conducive to freely expressing ideas, breaking the rules, and freeing people to design their own work environments. IDEO's focus on teamwork generates countless breakthroughs, fueled by the constant give-and-take among people ready to share ideas and reap the benefits of the group process. IDEO has created an intense, quick-turnaround, brainstorm-and-build process dubbed "the Deep Dive."
In entertaining anecdotes, Kelley illustrates some of his firm's own successes (and joyful failures), as well as pioneering efforts at other leading companies. The book reveals how teams research and immerse themselves in every possible aspect of a new product or service, examining it from the perspective of clients, consumers, and other critical audiences.
Kelley takes the reader through the IDEO problem-solving method:
>Carefully observing the behavior or "anthropology" of the people who will be using a product or service
>Brainstorming with high-energy sessions focused on tangible results
>Quickly prototyping ideas and designs at every step of the way
>Cross-pollinating to find solutions from other fields
>Taking risks, and failing your way to success
>Building a "Greenhouse" for innovation
IDEO has won more awards in the last ten years than any other firm of its kind, and a full half-hour Nightline presentation of its creative process received one of the show's highest ratings.
The Art of Innovation will provide business leaders with the insights and tools they need to make their companies the leading-edge, top-rated stars of their industries.
Customer Reviews:
Kudos to Ideos.......2007-08-28
Excellent book with good insights. If you are in the business of innovation, this is one book that you shouldn't miss. I also recommend EIGHTSTORM: 8-Step Brainstorming for Innovative Managers.
Innovation for All.......2007-06-29
Through anecdotes, Kelley demonstrates how stumbling blocks to innovation can be overcome. He shows an appreciation for experimentation, momentum, and embraces failure as a true path to knowing. Failed prototypes are wonderful learning tools. Kelley's perspective keeps spirits high. He leaves much of the innovative process open ended - nearly encouraging innovation on innovating.
Interestingly, Kelley notes how medicine is becoming personalized and that the future can not be perfectly predicted. Still, he says we must aim at it. This was an important nugget of wisdom for me, a research coordinator at a think-tank-like public health research group, the Healthcare Innovation and Technology lab at Columbia University. On a daily basis we deal with innovation to improve healthcare and need to effectively innovate. Given that we tread a very specific territory - health and technology - and that Kelley's book could be so useful to us, it is obvious that he really has something to offer to everyone.
Innovation and creativity "how-to" guide.......2007-06-07
The Art of Innovation explains many of IDEO's creative techniques and in so doing paints a picture of the physical context in which all that creativity occurs, namely IDEO's office, your average geek's idea of paradise brimming with high-tech prototypes, foam cubes, "tech box" caddies with giant Post-Its and coloring pens ... and yes, it does look more like a playschool than Dilbertesque gray cubicle-land. Teamwork, friendship and a shared passion for helping clients innovate is clearly what binds people together and stimulates their creativity, while a supportive and forgiving management structure doesn't just tolerate weirdness, it actively encourages it. IDEO seems to have taken Tom Peters' advice "If you want to do weird, hire weird people" to the next level. In IDEO-land, "normal" people would probably stand out a mile.
Two creative techniques - brainstorming and prototyping - are particularly well described, in a way that encourages the reader to try something different. I've learnt some new tricks and even started applying them since reading the book.
El arte de innovar estilo IDEO.......2007-06-01
IDEO ha hecho de la innovación un arte, el cual es un proceso sistematizado, con pasos muy definidos, congruentes y faciles de llevar por las personas que conforman dentro sus empresas los equipos de innovacion y diseño.
Skip it and go right to 10 Faces.......2007-03-19
I recently read both this book and the Ten Faces of Innovation. My recomendation is to skip this book. It is written more like an advertisement for IDEO and was left feeling like Tom has crossed the line into arrogance. If you read it as a stand alone book there is a lot of useful information. However most of the concepts are covered in Ten Faces. If you have time read both books but if time is of the essence then jump right into the Ten Faces, you won't be disappointed.
Book Description
In his landmark book Open Innovation, Henry Chesbrough demonstrated that because useful knowledge is no longer concentrated in a few large organizations, business leaders must adopt a new, “open” model of innovation. Using this model, companies look outside their boundaries for ideas and intellectual property (IP) they can bring in, as well as license their unutilized home-grown IP to other organizations.
In Open Business Models, Chesbrough takes readers to the next step—explaining how to make money in an open innovation landscape. He provides a diagnostic instrument enabling you to assess your company’s current business model, and explains how to overcome common barriers to creating a more open model. He also offers compelling examples of companies that have developed such models—including Procter & Gamble, IBM, and Air Products.
In addition, Chesbrough introduces a new set of players—“innovation intermediaries”—who facilitate companies’ access to external technologies. He explores the impact of stronger IP protection on intermediate markets for innovation, and profiles firms (such as Intellectual Ventures and Qualcomm) that center their business model on innovation and IP.
This vital resource provides a much-needed road map to connect innovation with IP management, so companies can create and capture value from ideas and technologies—wherever in the world they are found.
Customer Reviews:
Fair.......2007-06-21
This is another pretty good book from the author. As in his earlier book, he starts with the motivation for open innovation, which is an old idea but that is not well practiced. In this new book he addresses many of the shorcomings of the first book, such as getting real value out of the partnerships that can be formed while overcoming internal issues, such as NIH. He then talks about different ways companies go about this. What drives you crazy is that he seems unaware that companies have been doing this forever. In the consumer electronics industry, for example, open innovation is mostly the model. Companies like GE, TI, and RCA were examples. In the case of GE and RCA they go back almost 100 years.
Well-written, concise, with specific examples.......2007-06-02
As with his previous book Open Innovation, Chesbrough provides a concise and easily read review of important new trends in high-tech management. In this book the focus is on the path an innovation takes to profitability in the marketplace. Among the topics reviewed are novel "intermediate markets" for ideas and technology.
I particularly appreciated the chapters of the book that provide nine examples of companies that are more-or-less "pure play" innovation intermediaries. Companies like Innocentive, Ocean Tomo, and UTEK are profiled in depth. I appreciate the specificity, which will allow the reader to evaluate Chesbrough's insights into the future: By following up on the progress of these companies, we'll see how well Chesbrough hit the mark. This specificity is rare in business books.
It will be interesting to see where Chesbrough's interests flow in future. I would welcome a focus on public sector research institutions. A comparison of the innovation and commercialization models among universities, NIH, NASA, ESA, etc. could be helpful to policy makers as Open Innovation ideas gain wider acceptance.
Open Business Models for Those Who Rely on Technology Innovation and Need Intellectual Property Protection.......2007-05-14
This book is misnamed. Rather than being about open business models, the book's topic is about how to open business models to benefit from access to more technological innovation and strengthen your competitive posture through intellectual property.
As a result, Professor Chesbrough creates a misapprehension that successful open business models are almost always linked to technological innovation as their main purpose and benefit. My own research (with Carol Coles in The Ultimate Competitive Advantage: Secrets of Continuously Developing a More Profitable Business Model) indicates just the opposite point: Technological innovation is rarely the most effective way to open up your business model to create improvements.
So, this book's value is mostly to those who work in achieving or creating more benefits from technology innovation. If that is your interest, you've come to the right book. If that's not your interest, skip this book.
Why do those involved in achieving or creating more benefits from technology innovation need to open their business models? Professor Chesbrough points to several influences:
1. Technological innovation is coming from more sources than ever before. As a result, you will be developing inferior technology without accessing the best of what the world has to offer.
2. Most intellectual property isn't used for any practical purpose. That's a waste of social and company resources.
3. The protections for intellectual property are stronger now, and your pathway to progress will be blocked without collaborating with those who have complementary IP.
4. Product cycles are shorter and costs of developing new technologies are higher; open business models offer the promise of getting to market sooner at lower cost so that your business has a better chance of earning a decent return on new technology.
5. Large companies need to make new product development more productive if they are to meet their growth goals.
Professor Chesbrough does a nice job of developing those themes. He balances theoretical arguments with case histories of recent practices.
Of even more value, he explains how companies will have a hard time finding all of the technology they need without help. As a result, he feels that intermediaries will turn out to be important to helping connect organizations. His case histories of such intermediaries are very interesting in showing how difficult it is to play such intermediary roles without deep pockets.
For those who are new to the subject of technological innovation in the context of business models, you will find his descriptions of what a business model is (see page 182) and types for assessing your business model (see pages 132-133) to be helpful. The only quibble I would make with his types is that in his examples he assumes relative undifferentiation in industries and business types where there are often large nontechnological differentiations.
I found the last chapter to be by far the most helpful, in describing three case histories (IBM, Procter & Gamble, and Air Products) for showing how large organizations went from closed to open business models for the purpose of technological innovation. In fact, the discussion of Procter & Gamble's practices is the best one that I have read. That point, by itself, is sufficient to commend this book to you. I suspect that almost everyone will be doing what Procter & Gamble is doing now ten years hence.
Excellent work, Professor Chesbrough!
Innovation requires an open mind...and the courage to challenge "the ideology of comfort and the tyranny of custom." .......2007-03-14
What is an open business model? In Chapter 1, here's Henry Chesbrough's response to that question: "A business model performs two important functions: it creates value and it captures a portion of that value. It creates value by defining a series of activities from raw materials through to the final consumer that will yield a new product or service with value being added throughout the various activities. The business model captures value by by establishing a unique resource, asset, or position within that series of activities, where the firm enjoys a competitive advantage."
Having thus established a frame-of-reference, Chesbrough continues: "An open business model uses this new division of innovation labor - both in the creation of value and in the capture of a portion of that value. Open models create value by leveraging many more ideas, due to their inclusion of a variety of external concepts. Open models can also enable greater value capture, by using a key asset, resource, or position not only in the company's own business model but also in other companies businesses."
These two brief excerpts are provided because Chesbrough`s definitions of various terms are far clearer and more authoritative than mine could possibly be. Also, these excepts address the "what" so that in the balance of this brilliant book, Chesbrough can then focus almost entirely on the "why" and "how" concerning the design, implementation, modification, and performance measurement of open business models.
I was especially interested in what Chesbrough has to say about what several quite different exemplary companies -- including IBM, Qualcomm, Genzyme, Procter & Gamble, and Chicago (the musical stage show and film) -- share in common: "each started with an idea that traveled from invention to market through at least two different companies" which shared the work of innovation, and, all were assisted by effective management of an open business model. Chesbrough also devotes a substantial attention to IBM whose type 3 business model (i.e. multiple segmentations, "inside-out" mindset) reached a financial crisis in 1992. Had the IBM board not replaced its then CEO with Lou Gerstner and fully supported his leadership throughout an immensely complicated and equally difficult transformation , it is probable that IBM would not have survived. Gerstner deserves much of the credit for the success of that "cultural revolution" (as he once described it) but much credit should also be assigned to IBM's open source business model. Procter & Gamble is another company which completed an especially difficult transition from having internal staff members who protected (hoarded?) various technologies so that other companies, including potential competitors, could not use them to becoming a company with a much more open approach to innovation. Chesbrough notes that P&G began to pay much greater attention of external licensing of its technologies, (e.g. to BearingPoint), now strongly supports openly partnering for driving growth equity joint ventures (e.g. with Clorox), and an entirely new perspective on competitive advantage.
According to Jeff Weedman, vice president of P&G's external business development: "There are many kinds of competitive advantage. The original view here was: I have got it, and you don't. Then there is the view, that I have got it, you have got it, but I have it cheaper. Then there is I have got it, you have got it, but I got it first. Then there is I have got it, you have gotten it from me, so I make money when I sell it, and I make money when you sell it." To me, that in essence describes the primary competitive advantage of the open business model.
I also appreciate what is rarely provided in other business books: detailed notes (Pages 217-242) which are clustered per chapter. As I read them, it seemed as if Chesbrough were standing next to me, supplementing his narrative with additional comments that are always informative and frequently entertaining. What also struck me about Chesbrough's notes is that they enable him to acknowledge various sources with appreciation and admiration. His was obviously an open source approach to the research for this book and then to the writing of it.
To thrive in the new innovation landscape, change agents must have both an open mind and the courage to challenge what James O'Toole characterizes, in Leading Change, as "the ideology of comfort and the tyranny of custom." They would also be well-advised to absorb and digest the material in this book. Congratulations to Henry Chesbrough on a brilliant achievement.
The World It Is a'Changin.......2007-03-04
We have become accustomed to the fact that innovation has become a standard of the industrial world. Indeed companies like Microsoft market (very successfully) what is essentially nothing but an arrangement of bits. One of the things that this book brings to mind is that a lot of other companies (Procter & Gamble, Air Products) are innovative in a business that you wouldn't think of as being particularly innovative.
This book is exploring fairly new ground in its concept of 'Open Innovation,' that is creating a marketplace for innovation itself. You might not be able to capitalize on your new innovative idea, perhaps Air Products can, or perhaps you can use something that Procter & Gamble has done. And where that's a market like that, there are new specialty companies in the business of marketing innovation between companies.
We live in a time where the future is going to require major changes, peak oil and global warming to name two harbingers of change. Companies that continue to live in the old world are going to have a very hard time -- go look at Ford and GM
Book Description
"Why aren't you using the ONLY book expressly written for your Intermediate/Advanced Corporate Finance course?" This comprehensive text contains enough background material to refresh and reinforce earlier courses in corporate finance while still providing enough advanced material to stimulate the most advanced learner. The predominant strengths of clarity, current coverage, and friendliness to learner and instructors continue in this new edition. The instructor's resources enable outstanding easy prep and presentations.
Customer Reviews:
Stop this nonsense!.......2007-10-01
This book is a P.O.S. The explanations are poor and confusing, I frequently find myself referring to other works for clarity, even on subjects I know well. Profs use this piece of trash because they are too lazy to make the migration to any of the many other better corporate finance books that are now available. Brigham checked out of the authorship business many years ago. This is now simply mechanical production from the Thomson machine.
It's only a outline of the textbook.......2007-03-16
It likes a dictionary. It lists all the definition of the concepts. I recommend you to buy the textbook instead of this book. I have returned it.
Intermediate Corporate Finance.......2007-02-19
Good textbook, wish it provided cd with all powerpoint,spreadsheets and end of chapter solutiions.
one of the best sources of corporate finance.......2004-03-02
one of the best sources of corporate finance
Average.......2002-12-13
I wasn't too impressed with this text. I found that many of the chapters were incredibly verbose, and seemed to confuse me even more in some instances. Perhaps one of the problems (obviously not Brigham's fault) was that my prof "wizzed" through some of these chapters, so reading the "wordy, never-ending" chapters was overwhelming. Further, I think that some concepts could have been more simplified, when instead Brigham seemed to ramble and "lost" me.
In short, I think some "academics" (profs, grad students, etc) might be impressed with the depth with which Brigham wrote. However, not all of the students are on the same level, and this must be taken into consideration when the author revises the text. We are using the text as a guide for learning, not as a means to evaluate the author's aptitude in the field of finance...
Book Description
"This book should be in the library of everyone who serves--or aspires to serve--on the governing board of any organization, large or small, nonprofit or corporate. Better than any other available resource, it tells what the roles of board members are and what they must and shouldn't do. An indispensable guidebook to leadership excellence."
--George Weber, secretary general, International Federation of Red Cross and Red Crescent Societies, Geneva
"John Carver's Boards That Make a Difference was required reading for board members of the Calgary Philharmonic Society. It provided a clear and concise road map with which we carried out significant governance restructuring of the society."
James M. Stanford, president & CEO,, Petro-Canada, and past chairman of the Calgary Philharmonic Society, Calgary, Alberta, Canada
John Carver's groundbreaking Policy Governance model has influenced the way public and nonprofit boards operate around the world. Now, as widespread experience with the model continues to grow, Carver enriches his definitive exposition with updated policy samples, a new chapter on the process of policy development, and additional resources for various types of boards. He debunks the entrenched beliefs about board roles and functions that hamper dedicated board members. With creative insight and commonsense practicality, Carver presents a bold new approach to board job design, board-staff relationships, the chief executive role, performance monitoring, and virtually every aspect of the board-management relationship. In their stead, he offers a board model designed to produce policies that make a difference, missions that are clearly articulated, standards that are ethical and prudent, meetings, officers, and committees that work; and leadership that supports the fulfillment of long-term goals.
Customer Reviews:
Very Helpful.......2003-04-01
The world is full of experts at what is wrong with the things that we do. Dr. Carver has a rock-solid, well thought out suggestion concerning how to do it right. One reviewer complained that Dr. Carver's suggestions are not realistic. Right is not often realistic, but right is always right. It's far better to start with an ideal and compromise from that point than to capitulate from the outset. Boards that Make a Difference is well worth reading.
Idealistic.......1999-06-27
The carver style of governance is a tad idealistic and perhaps overly optimistic. I have read everything Dr Carver has written concerning this field and enjoy this material at an academic level. But when it comes to operationalizing this model in boardrooms I've seen it fail time and time again. Not to say that the model is flawed because in fact the model is normative and conceptually complete. However it doesn't capture that element of reality from which, in my experience, the model requires - practicality and real-world application. Dr Carver's notion that Boards can do without Finance and Audit Committees is very naive. Most consultants from the chartered accountant genre are saying the complete opposite. In fact most government policy initiatives are moving toward more control of financial affairs of organizations for boards from charts of accounts to fiscal policy. So I don't think the elimination of Finance and Audit Committees is realistic nor is it a terribly bright suggestion. I guess my only crticism is that the carver model is far to idealistic and philosophical for a practical application in the form Dr Carver suggests. Sorry but a hybrid model of traditional Board governance and the carver model may work given the commitment required from directors to follow-though on everything suggested in that system of governance,
A must-have for not-for-profits!.......1999-03-29
This book was the core piece of a radical change in our board room. It led us down the path we knew we wanted to go but didn't know how to get there. His model for board room organization could revolutionize boards of companies in transition, like those of the rural electric program in America. It's a road map for where you already know in your heart that you want to go.
Essential for public boards seeking to lead strategically.......1999-01-27
After 5 years on a local Board of Education I finally found a book that describes everything I know is wrong with board management practices in schools and nonprofit organizations. But that is the easy part. Carver offers sound alternatives to current practices that put the responsibility and the capability for strategic leadership right where it belongs--on the board.
I winced as I read Carver's description of reactive boards trapped in the "approval syndrome" in which boards rely on staff to bring issues and recommendations to them for approval. This pervasive practice not only takes board members out of the driver's seat, but it confuses the lines of accountability between the board and the CEO for the organization.
Carver offers a framework for changing all that by forcing the board to rethink all of its policy with an eye toward board-determined policies that operate at the highest level possible. In Carver's approach only four types of policies need to be set by the board: 1) "Ends" policies (board expectations), 2) Executive Limitations (the "don'ts" for the organization), 3) Board process policies and 4) Board-CEO relationship policies. *Everything* you need to be involved in can be fit into one of these four categories.
Want to learn how to stop working at the staff level and how to help your organization find a true sense of direction? Carver's book offers practical and straightforward ways of getting there.
Accessible, Codified Common Sense.......1999-01-24
Mr. Carver presents a very readable way of looking at how governing boards should work. His theories are logical and his arguments pursuasive. He offers board members an intellectual framework to consider how their organizations are running. The book is prescriptive, but not preachy. I was very surprised to find it sensible after hearing so much hype from "converts" to his method.
Book Description
"A lot has happened in the financial markets since 1992, when Peter Bernstein wrote his seminal Capital Ideas. Happily, Peter has taken up his facile pen again to describe these changes, a virtual revolution in the practice of investing that relies heavily on complex mathematics, derivatives, hedging, and hyperactive trading. This fine and eminently readable book is unlikely to be surpassed as the definitive chronicle of a truly historic era."
- John C. Bogle, founder of The Vanguard Group and author, The Little Book of Common Sense Investing
"Just as Dante could not have understood or survived the perils of the Inferno without Virgil to guide him, investors today need Peter Bernstein to help find their way across dark and shifting ground. No one alive understands Wall Street's intellectual history better, and that makes Bernstein our best and wisest guide to the future. He is the only person who could have written this book; thank goodness he did."
- Jason Zweig, Investing Columnist, Money magazine
"Another must-read from Peter Bernstein! This well-written and thought-provoking book provides valuable insights on how key finance theories have evolved from their ivory tower formulation to profitable application by portfolio managers. This book will certainly be read with keen interest by, and undoubtedly influence, a wide range of participants in international finance."
- Dr. Mohamed A. El-Erian, President and CEO of Harvard Management Company, Deputy Treasurer of Harvard University, and member of the faculty of the Harvard Business School
"Reading Capital Ideas Evolving is an experience not to be missed. Peter Bernstein's knowledge of the principal characters-the giants in the development of investment theory and practice-brings this subject to life."
- Linda B. Strumpf, Vice President and Chief Investment Officer, The Ford Foundation
"With great clarity, Peter Bernstein introduces us to the insights of investment giants, and explains how they transformed financial theory into portfolio practice. This is not just a tale of money and models; it is a fascinating and contemporary story about people and the power of their ideas."
- Elroy Dimson, BGI Professor of Investment Management, London Business School
"Capital Ideas Evolving provides us with a unique appreciation for the pervasive impact that the theory of modern finance has had on the development of our capital markets. Peter Bernstein once again has produced a masterpiece that is must reading for practitioners, educators and students of finance."
- André F. Perold, Professor of Finance, Harvard Business School
Customer Reviews:
Capital Ideas Evolving.......2007-09-19
This was not an easy read, but it was worth it. I received my MBA in 1976. Much of this book was an explanation of the effects of the Capital Asset Pricing Model (CAPM) on current investment practices. He assumes that the reader is well versed with the intricacies of CAPM. I had to go back to other sources to review CAPM, but once I did, the book was a great explanation of how CAPM and other academic innovations have had a practical effect on portfolio management. When I finished the book, I had to admit that I was not able to apply much to my personal portfolio management, but I have a much better understanding of what my pension plan administrator is thinking about as well as what certain mutual funds managers are doing. The book is more beneficial for the professional investor than the individual investor.
Ludicrous.......2007-08-21
Maybe this is a great intro to classic theory, but then there is something wrong with classical thinking.
My one-star rating is for his "forgiveness" of the Long Term Capital Management gang, since no one could have predicted what actually happened.
LTCM managers (inducing Merton and Sholes, subjects of chapters) had excessive confidence in models based on theories that have not been even come close to being validated.
It is ironic that Amazon pairs this book with "The Black Swan" in their "Buy Two" promotion since Bernstein has clearly been "fooled by randomness".
Accessible explanation of the foundations of finance.......2007-08-02
In the early 1950s, graduate student Harry Markowitz presented his Ph.D. dissertation to the University of Chicago economics department. The response was less than encouraging. "This isn't a dissertation in economics," Milton Friedman told Markowitz. "It's not math, it's not economics, it's not even business administration." Whatever it was, Markowitz's heterodox theory of portfolio selection changed finance forever and earned a Nobel Prize. Financial historian and investment manager Peter L. Bernstein humanizes his saga of great shifts in financial theory by organizing it around eminent thinkers (Markowitz, Myron Scholes, Franco Modigliani, Robert Merton, Bill Sharpe and others, if you ever want to look up a finance guru). Deepening his analysis with insights from "behavioral finance," Bernstein describes how these innovators generated and extended the now-orthodox "capital ideas" of portfolio selection, capital structure, the Capital Asset Pricing Model, the efficient market hypothesis and the Black-Scholes-Merton theory of option pricing. Bernstein's erudition is dazzling, his explanations pellucid and his narrative filled with scintillating characters. getAbstract doesn't need to hedge: you'll find this overview of current finance theory and practice brilliant, even if you don't know your alpha from alfalfa.
Unique and sunsurpassed........2007-07-28
I have recommended this and his previous book for finance graduate students at the University of Maryland.
An excellent book.......2007-07-19
This book should be on your book shelf. I would critize the book in that although it recommends against portfolios of individual securities it does not warn the investor against professional portfolio managers.
By way of example:Piscaqua Research in a study covering the period 1987-96 found that only 10 out of 145 major pension funds, or just seven percent, out performed a portfolio consisting of a simple 60%/40% mix of the S&P 500 index and the Lehman Bond index respectively.
Or is it logical I ask for you to believe that you can predict which actively managed funds will out perform, or are you overconfident of your skills? If you are trying to find the great fund managers who will out perform in the future ask yourself: what am I going to do differently in terms of identifying the future winning fund managers, than did the pension plans and their advisors? And if you are not going to something different what logic is there in playing a game at which others with superior resources have consistently failed?
If you a really serious in finding an investment technique that will provide you with reasonable return with less risk I suggest the following little book. This is a little book that I have written and contains the essential of how to invest. Just click on the title to find the book. How to Make Money in the Stock Market-Buy 2,500 Different Stocks-Pay no Commission
Book Description
Companies must innovate to grow, but they often forget to look beyond their own brands. Take Sony, for example. Its success with consumer innovations like the Walkman blinded it to obvious changes in how, when, and where people wanted their music. Apple capitalized on those changes in demand with the iPod, providing a new way of listening to music and of managing one’s entire music library.
This book explains how you can spot these opportunities that are hidden in plain sight. It introduces the demand-first innovation and growth model that will show you how to become an unbiased observer of people’s consumption and usage behaviors. Refining this skill helps companies generate organic growth through new products, services, solutions, and experiences that truly enhance peoples’ lives. Revealing the innovative processes of such organizations as BMW, Proctor and Gamble, GE Healthcare, and Frito-Lay, Hidden in Plain Sight offers you a new approach to identifying and executing your company’s growth strategy.
Customer Reviews:
The Formula for Innovation and Growth.......2007-07-14
Erich Joachimsthaler provides a systematic approach to make marketing accountable for innovation and growth of BtoC and BtoB companies. We have seen the innovative business concept of share of customer evolve and being executed over the last years. Hidden in Plain Sight pushes that practice further to the concept of customer advantage, which means consequently managing impact and relevance, products and services have on customers daily lifes - on customers share of the day.
Erich Joachimsthaler formulates an explicit model, the demand-first innovation and growth model (DIG-Model), that illuminates the advantages of creating the demand landscape and sets a plan for action to specify the necessary effort to capture the relevant parts of the ecosystem of customer demand, reframes the specific business opportunity space, aligns business processes across all functions and sets the foundation for sustainable innovations and predictable growth.
As one reads the carefully selected international cases (e.g. Procter & Gamble, BMW, Apple, Deutsche Telekom, Volkswagen, NetFlix, Starbucks, General Electric, Sony, Allianz) reference is made to all parts of the DIG model and how all pieces have to work together to execute in business practice. Based on his deep insight and understanding of many industries, Erich Joachimsthaler proves his approach carefully and outlines, how innovation and growth can be systematically and replicable managed. That is why this book is relevant for people from many business functions and a variety of industries.
Thanks for this outstanding business book.
Kevin Frantz
Excellent.......2007-06-28
This is an excellent book, an eye opener for any professional in marketing, particularly those fighting the dog war of private labels and commoditization.
A popular, inspirational pick........2007-06-17
Business managers and executives who want keys to locating the potential for a company's expansion will want to consult HIDDEN IN PLAIN SIGHT: HOW TO FIND AND EXECUTE YOUR COMPANY'S NEXT BIG GROWTH STRATEGY. It pinpoints changing consumer needs and usage patterns and tells how to use the DIG model to help companies understand the hidden opportunities for innovation, using the author's 20+ years studying company connections to help pinpoint customer-driven ideas. Business libraries catering to executives will find it a popular, inspirational pick.
Diane C. Donovan
California Bookwatch
The Invisibility of the Obvious.......2007-05-23
Erich Joachimsthaler offers what he claims is a "new model of strategic innovation for achieving profitable business growth" by abandoning "some of the tried and proven conventions of innovation, marketing, and strategy formulation" and by discarding "some of today's common assumptions and management practices and adopt a fresh way of planning an executing your strategies today and your innovation and growth strategies of tomorrow." The key word is "some" as he explains how.
After discussing "hidden opportunities to innovate and grow" in Part I, he focuses in Part II on several companies which exemplify a demand-first innovation and growth model (e.g. Frito-Lay, Allianz, GE Healthcare, and State Street) and then shifts his attention, in Part III, to various strategies by which to realize customer advantage.
As the title of this book suggests, Joachimsthaler asserts - and I agree - that many senior-level executives lack the ability to see - really see - "the opportunities presented by the changing consumption or usage behaviors of people [their organizations are] trying to serve. [They] cannot spot or recognize and pursue the abundant opportunities that exist in plain sight." Why? Joachimsthaler suggests several reasons which include routine but disparate processes which fragment a company's view of its customers, perpetuation of the status quo which limits a company's perspective on its competitive marketplace, a mistaken belief that "the key to growth lies in identifying customers' needs and wants [and/or] providing solutions for the tasks or jobs it knows customers must take on and get done," and an "inside-out" perspective which results in what Theodore Levitt once characterized as "marketing myopia."
Joachimsthaler suggests three lessons that can be learned from companies such as NetFlix, Sony, and Starbucks:
1. Position existing or new products or services at natural intersections of customers' consumption and use behaviors;
2. Change or enhance customers' daily routines and create transformative experiences around activities, projects, and tasks in new and welcome ways; and
3. Deliver on previously unleashed or unarticulated desires, dreams, fantasies, and urges in the social-cultural context of people's lives.
The demand-first innovation (DIG) model can be of substantial benefit to any organization (regardless of size or nature) but it would be a fool's errand to attempt to apply all of the ideas that Joachimsthaler presents. Rather, It would be a fool's errand for anyone who reads this book to attempt to apply all of the ideas that Joachimsthaler presents. Rather, he suggests that those who read this book clearly identify their organization's key demand-relevant assets and make full use of them, rigorously evaluate and develop their organization's distinctive capabilities deployed to manage those assets, choose only those major strategic initiatives that force the integration of all demand-facing processes, and "build the culture" with innovation initiatives at all levels and within all areas throughout what should be a demand-driven enterprise.
Joachimsthaler calls for nothing less than "the activation of demand-first growth platforms by whatever means [to] help customers absorb or assimilate an innovation, or retool old ways of doing things, into their daily life or work experiences." Only then can an organization find and execute its next big growth strategy.
Amazon.com
In their previous book, The Balanced Scorecard, Robert Kaplan and David Norton unveiled an innovative "performance management system" that any company could use to focus and align their executive teams, business units, human resources, information technology, and financial resources on a unified overall strategy--much as businesses have traditionally employed financial management systems to track and guide their general fiscal direction. In The Strategy-Focused Organization, Kaplan and Norton explain how companies like Mobil, CIGNA, and Chemical Retail Bank have effectively used this approach for nearly a decade, and in the process present a step-by-step implementation outline that other organizations could use to attain similar results. Their book is divided into five sections that guide readers through development of a completely individualized plan that is created with "strategy maps" (graphical representations designed to clearly communicate desired outcomes and how they are to be achieved), then infused throughout the enterprise and made an integral part of its future. In several chapters devoted to the latter, for example, the authors show how their models have linked long-term strategy with day-to-day operational and budgetary management, and detail the "double loop" process for doing so, monitoring progress, and initiating corrective actions if necessary. --Howard Rothman
Book Description
In today's business environment, strategy has never been more important. Yet research shows that most companies fail to execute strategy successfully. Behind this abysmal track record lies an undeniable fact: many companies continue to use management processes-top-down, financially driven, and tactical-that were designed to run yesterday's organizations.
Now, the creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies-including Mobil, CIGNA, Nova Scotia Power, and AT&T Canada-Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems.
Kaplan and Norton articulate the five key principles required for building Strategy-Focused Organizations: (1) translate the strategy to operational terms, (2) align the organization to the strategy, (3) make strategy everyone's everyday job, (4) make strategy a continual process, and (5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.
Presenting a practical, proven framework steeped in rich case study experience, The Strategy-Focused Organization helps solve a universal management problem-not just how to formulate strategy, but how to make it work. Building on one of the most revolutionary business ideas of our time, this important book shows how today's leaders can shape their own companies to meet the challenges and reap the rewards of a new competitive era.
Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School. David P. Norton is President of Balanced Scorecard Collaborative, Inc.
Download Description
The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies--including Mobil, CIGNA, and AT&T Canada--Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems. Kaplan and Norton articulate the five key principles required for building strategy-focused organizations: 1) translate the strategy into operational terms, 2) align the organization to the strategy, 3) make strategy everyone's everyday job, 4) make strategy a continual process, and 5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.
Customer Reviews:
Overview, technique and implementation.......2006-08-21
An outstandingly well written book that decribes the balanced scorecard and provides excellent examples. An effective, practical guide for C-level executives and mid-level managers for implementing strategic scorcarding. I recommned this book for the breadth and depth of the explanation of the subject matter and concise implmentation examples.
If you can measure it, you can manage it.......2006-02-28
The Balanced Scorecard was initially designed as a financial and non-financial corporate performance measurement tool. Organizations focused on strategy have taken the Balanced Scorecard and transformed it into a strategic tool for measurement. These 5 key principles transform the Balanced Scorecard:
Principle 1: Translate Strategy into Operational Terms. Describing the strategy of the organization, communicating it via the Building Scorecard in an insightful, consistent and operational manner is the cornerstone to putting strategy at the center of an organization. This principle accomplishes this by using the Balanced Scorecard to view strategy from 4 different perspectives: financial, customer, internal business processes, and learning.
Principle 2: Align the Organization to the Strategy.
The Balanced scorecard can link the many different and dispersed functions. It can clarify the values, beliefs and ideas that reflect the organization's identity, and clarify the actions mandated at the corporate level that create synergies at the business unit level.
Principle 3: Make Strategy Everyone's Everyday Job.
This principle, utilizing the Balanced Scorecard, focuses on three processes to align employees to the strategy: creating strategic awareness, defining personal and team objectives, and linking compensation to the Balanced Scorecard
Principle 4: Make Strategy a Continual Process.
The Balanced Scorecard creates a reporting system to monitor progress and serve as a link between managing strategy and managing operations. This system enables organizations to accomplish three things: link strategy and budget, close the strategy loop, and test, learn, and adapt.
Principle 5: Mobilize Change Through Executive Leadership.
The Balanced Scorecard helps executive leadership implement large scale changes that are necessary to implement new strategies. Specifically, it helps organizations specify, in detail, critical elements:
· Target customers where profitable growth will occur
· Value propositions that lead customers to do more business and at higher margins with the company
· Innovations in products, services and processes
· Investments in people and systems to enhance processes and deliver differentiated value propositions for growth
Highly Recommended!.......2005-06-20
The fact that executives keep trying new strategic initiatives despite their abysmal rate of failure is, like second marriages, a triumph of hope over experience. Or, it may indicate just how much pressure top managers face to improve their profits. By one estimate, nine out of ten companies fail to execute their strategic visions. Yet, CEOs - who witness a world in constant flux - continue to introduce change initiatives. Are they trapped in the operational definition of insanity: doing the same thing over and over and expecting a different result? Or, are they just ready for this book? Authors Robert S. Kaplan and David P. Norton offer wise counsel to help executives break the cycle of strategic flops. They advise executives to transform their companies into "Strategy-Focused Organizations" using the "Balanced Scorecard" and "strategic mapping" tools. With these initiatives, CEOs can ensure that every employee pays attention to strategy implementation. Kaplan and Norton, the all-star co-author team who wrote "The Balanced Scorecard" and "Strategy Maps", have done it again, in this well-organized but somewhat dry volume. We strongly recommend this book to any manager who is responsible for designing or implementing a strategic change initiative.
Overblown and impractical.......2002-11-22
Having used the BSc a few times in my work, I expected this to be a hepful addition to my knowledge base in the area. I found that it added little to the author's other published tomes and to his articles in journals like HBR. Although the basic concept is sound, the implementation challenges are dealt with as you'd expect from an ivory tower-based profesoor and are several steps removed from the challenges that most of my real-world, and smaller company clients, need to address. I truly felt as though I didn't get my money's worth with this purchase and I should have stuck with the materials I already had by the author that was available in other forms. I would have saved time, money and a degree of frustration.
A must have tool for business improvement.......2002-05-23
If you're attempting to improve the way you do business, this book is a must have. It is a little dry so you have to be committed to using the concepts presented. If you can manage to stick with it, you will reap the benefits of the BSC. Good Luck!
Book Description
This book is comprised of 45 articles written by top researchers and theorists in finance. The text is meant to bridge the gap between financial theory and practice. It gives instructors a way to introduce students to academic articles edited to eliminate the methodological content. The articles were originally edited for practitioners, so they are perfect for the MBA student. This reader is the perfect packaging option for any of our Corporate Finance texts.
Customer Reviews:
Review from MBA / GE student.......2005-07-22
This book is excellent reading. Foremost, it discusses clearly all of the major issues today in corporate finance - capital structure, "what investors want", incentives and performance measurement via Accounting versus Economic Value Added models, corporate architecture, etc. The author is extremely engaging, and I must admit, this is the first "text book" I've had that I wanted to keep reading. The author is sarcastic, opinionated, but objective all in one. An excellent purchase for a course or just if you're interested in understanding the way markets and corporate finance truly function.
A good book of ARTICLES but too academic........2004-04-27
Chew's New Corporate Finance is a quite decent book on journal articles on finance issues from a corporate standpoint. Other than your professor's own choice of favourite articles, Chew's may be the next best thing you can get. I won't give it a higher rating (4 or 5 star) because it lacks ground-breaking yet still easy-to-read articles from the less technical journals like Harvard Business Review, etc.
Most of the articles are too academic coming from more or less the same journals. Moreover, the more technical ones have difficult formulas and number-crunching statistics which are more appropriate for MBA and MSc in Finance students, or those in researchers in "high-level derivative work".
I have the second edition (1999) of this book and used it sparingly for my MBA in Finance. And I've browsed through this new edition - what I found was there were not many changes made, only a few new articles have been added. Perhaps inclusion of some non-American articles would do justice to this book. Chew still keeps the classic ones though, which are always relevant. The roundtable discussion on EVA is interesting but Chew does not include criticisms on EVA shortfalls or problems.
On the whole, this text should be a reasonable introduction to high-level Finance and also a good supplementary reading for those doing MBA in Finance. But the editor's selection between technical and easy-to-read-but-important articles still leaves much to be desired.....
practical as well as academic.......2000-05-31
This book challenges you about what you really understand on finance. Before I read this I didn't like finance at all because it seemed too simplified. This book shows how the real world and people think. Especially, its chapter on risk is of a great help. Now I'm interested in some fields of finance such as internal corporate governance, real option, more refined and practical concepts than EVA, etc.
A good reference for motivated MBAs and practitioners.......2000-05-15
As the title of the book clearly indicates, the text advances corporate finance beyond the theory presented in texts like Brealy and Myers. Thus, the text is geared towards a more sophisticated reading audience. In a collection of articles, academics and finance practitioners discuss the real world impact of capital budgeting, dividend/share repurchase policy, financial innovations (e.g. convertibles, commodity-linked bonds, derivatives, etc.), and bankruptcy on firms. Do not be scared off by the "academic" nature of this text. Unlike academic journals, the long-winded discussions on hypothesis testing and experimentation are abandoned (along with the high-level mathematics). The articles are very readable and any empirical evidence is presented in relatively friendly charts and graphs, which do a great job at providing the proper intuition. More importantly, the authors usually include real world anecdotal evidence to support the conclusions, as well.
Excellent summary of various aspects of corporate finance.......1999-09-30
An excellent compilation of articles by top academicians in the field of corporate finance. The articles are ideal for a person who wants to get a good grasp of any area of Corporate Finance. Warning: This is definitely not for the beginners. It is ideal for practitioners who are interested in learning more.
Book Description
Learn how these superstars invest, where they invest, what works--and what doesn't
Since people have been making money in the markets, investors and would-be investors have been fascinated with the money managers and traders who have extracted superior returns. In The New Investment Superstars, Lois Peltz examines fifteen of today's most successful investors by their area of expertise, including stock-picking, global macro trading, sector investing, and more. Readers will learn how these great investors approach the markets at a time when volatility is high and certainty low. From the thirty-five-year-old Lee Ainslie (Maverick Capital), dubbed the "Win-Win Investor" by Worth magazine, and Ken Griffin, the thirty-one-year-old who started his first hedge fund as a freshman at Harvard, to Lee Cooperman, long a star stockpicker at Goldman, we meet today's superior managers and learn how they do it.
Peltz reveals that these new stars are flexible traders who inherently understand that long-term wins come from recognizing that markets are ever-changing and that they must adapt. By reading about how they've succeeded and where they lost, investors will learn about market change, and how success is achieved.
Lois Peltz (New York, NY) was editor-in-chief of MAR/Hedge Funds, an investment performance reporting service, for eight years. She is now President and CEO of Investment Information Providers, an information services company that provides investment information services to the professional investment community.
Customer Reviews:
Useful background detracted by gross errors.......2002-11-11
Contains useful background information and insights on managers, and the industry though it is of limited use regarding the strategies those managers use. Two really glaring errors (page 48 & 49 on incentive fees, and Page 65 on correlations - perhaps a misquote or a quote out of context) cast doubt on the reliability of other statements in the book for me. Consequently I recommend reading it, but with more than the usual level of skepticism.
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The Accidental Investment Banker: Inside the Decade That Transformed Wall Street
The Black Swan: The Impact of the Highly Improbable
Mergers & Acquisitions
A Demon of Our Own Design: Markets, Hedge Funds, and the Perils of Financial Innovation
Inside the House of Money: Top Hedge Fund Traders on Profiting in the Global Markets
