Robert Iger became CEO of The Walt Disney Company in 2005, during a difficult time. Competition was more intense than ever and technology was changing faster than at any time in the company's history. His vision came down to three clear ideas: Recommit to the concept that quality matters, embrace technology instead of fighting it, and think bigger -- think global -- and turn Disney into a stronger brand in international markets. Twelve years later, Disney is the largest, most respected media company in the world, counting Pixar, Marvel, Lucasfilm, and 21st Century Fox among its properties. Its value is nearly five times what it was when Iger took over. Now Iger shares the lessons he's learned while running Disney and leading its 200,000 employees, and he explores the principles that are necessary for true leadership.

Both Eric Schmidt and Jonathan Rosenberg came to Google as seasoned Silicon Valley business executives, but over the course of a decade they came to see the wisdom in Coach John Wooden's observation that 'it's what you learn after you know it all that counts'. As they helped grow Google from a young start-up to a global icon, they relearned everything they knew about management. How Google Works is the sum of those experiences distilled into a fun, easy-to-read primer on corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption. The authors explain how the confluence of three seismic changes - the internet, mobile, and cloud computing - has shifted the balance of power from companies to consumers. The companies that will thrive in this ever-changing landscape will be the ones that create superior products and attract a new breed of multifaceted employees whom the authors dub 'smart creatives'. The management maxims ('Consensus requires dissension', 'Exile knaves but fight for divas', 'Think 10X, not 10%') are illustrated with previously unreported anecdotes from Google's corporate history. 'Back in 2010, Eric and I created an internal class for Google managers,' says Rosenberg. 'The class slides all read 'Google confidential' until an employee suggested we uphold the spirit of openness and share them with the world. This book codifies the recipe for our secret sauce: how Google innovates and how it empowers employees to succeed.'

They have a dream—a dream of a world where everything and everybody can be bought and sold, a world run efficiently by managers, a world where “freedom” means the free market. Maurice Glasman argues that this dream is an unrealizable utopia—or a nightmare if put into practice. He takes the tired old clichés of management-speak of the New Right and New Left alike and turns them on their heads: managers are not efficient, they are barriers to work and production. “Liberal democracy”—which now means the free market and the strong state—should be turned upside down, with democracy at the level of the economy and liberalism at the level of the state. Drawing on the work of Karl Polanyi, Glasman argues that there is no need to surrender solidarity and human rights to the march of the managers and the market. There is another tradition, represented by the labour movement and Catholic Church in postwar West Germany, and Solidarity in Poland before 1989, when statist communitarianism and the New Right took over. Unnecessary Suffering examines this tradition and issues a call that human beings and the environment cannot, should not, and will not be treated like commodities. For all workers drowning in a sea of dogma and management.memos, Unnecesary Suffering is necessary reading.