What I Didn't Learn in Business School: How Strategy Works in the Real World (Audiobook)
Meet Justin Campbell. He's a newly minted MBA who's landed a coveted job in consulting. He's headed to Chicago to serve HGS, a large client with an intriguing new technology its executives haven't yet decided how to exploit. Constrained by a short timeline and limited information, Justin and his team use state-of-the-art strategy tools to analyze various possibilities. Justin is energized by this challenging assignment, but soon finds the application of his strategy toolkit isn't as straightforward as he'd expected. The political and organizational forces swirling within HGS complicate his analyses and test his fundamental understanding of important strategic concepts.
It's with a heavy heart that Jane Austen takes up a new residence at Chawton Cottage in Hampshire. Secretly mourning the lost love of her life, she's stunned to learn that the late Lord Harold Trowbridge has made her heir to an extraordinary bequest: a Bengal chest filled with his diaries, letters, and most intimate correspondence. From these, Jane is expected to write a memoir of the Gentleman Rogue for posterity. But before she can put pen to paper on this labor of love, she discovers a corpse in the cellar of her new home.
Inventory management is concerned with matching supply with demand and a central problem in Operations Management. The problem is to find the amount to be produced or purchased in order to maximize the total expected profit or minimize the total expected cost. Over the past two decades, several variations of the formula appeared, mostly in trade journals written by and for inventory managers. A critical assumption in the inventory literature is that the demands in different periods are independent and identically distributed.
Global Economic Prospects 2010: Crisis, Finance, and Growth
This report explores both the short- and medium-term impacts of the financial crisis on developing countries. It presents evidence that the financial boom played a critical role in the growth boom experienced by developing countries between 2003 and 2007, but that tighter conditions in the future are expected to result in weaker growth over the next 5 to 15 years. Although global growth has resumed, the recovery is fragile, and unless business and consumer demand strengthen, the world economy could slow down again.
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