Enterprise Books

As a part-time deputy sheriff, ranch hand and retired squid, I remember well the drug war that began in the U.S. during the 1960s. Sadly, during the late 90s, this war has escalated to the point of our country's moral self-destruction.

Our government of the 90's has failed to stop the flow of drugs across our borders on Mexican 18-wheelers and aboard ships bound for Cuba and other Caribbean islands. Why? Steve-O may have come up with the answer.

Master Chief Petty Officer Gary R. Smith (Ret.) RMCM, USN Jacksboro, Texas

Gary Smith is co-author of Death in the Jungle, Death in the Delta, and sole author of Master Chief and co-author of Demo Men. The first three books cover his military career chronologically as an UDT/SEAL/EOD Navy enlisted man from 1964 to 1984.

While adding her voice to those who deride media hyped personalities, what she refers to as big "C" Celebrity CEOs, she cautions that old fashioned leadership is still desirable. When engaged in by talented CEOs, it may, indeed should, lead to the creation of an executive persona. Such a persona need not require media exposure and is entirely compatible with sound corporate practice. Such persona bearing CEOs are small "c" celebrated CEOs, who "by dint of strong leadership, discriminating vision, force of character and other admirable traits become celebrated by their employees, their industry, their peers, and occasionally (though not necessarily) even the media for jobs well done."

Gaines-Ross' book amounts to a much needed, intellectually honest warning not to let the anti-CEO backlash go too far. Refusing to jump blindly onto the anti-CEO bandwagon as have so many business pundits, she stresses that executive leadership is still necessary and if effectively and ethically rendered is something which should not be hidden under the rug but promoted openly. In pursuing the cause of sound, old fashioned corporate leadership, she lays out a roadmap, based on original research, on how CEOs may repair their reputations, stressing among other things the need to communicate internally, build a management team, develop a thematic stamp and a vision.

She deserves immense praise not only for her honest appraisal of the role of CEOs in today's business environment but also for presenting an immensely practical and useful format on how to lead ethically, energetically and effectively.

A major, original addition to the literature on leadership and reputation ... no doubt about it.

While adding her voice to those who deride media hyped personalities, what she refers to as big "C" Celebrity CEOs, she cautions that old fashioned leadership is still desirable. When engaged in by talented CEOs, it may, indeed should, lead to the creation of an executive persona. Such a persona need not require media exposure and is entirely compatible with sound corporate practice. Such persona bearing CEOs are small "c" celebrated CEOs, who "by dint of strong leadership, discriminating vision, force of character and other admirable traits become celebrated by their employees, their industry, their peers, and occasionally (though not necessarily) even the media for jobs well done."

Gaines-Ross' book amounts to a much needed, intellectually honest warning not to let the anti-CEO backlash go too far. Refusing to jump blindly onto the anti-CEO bandwagon as have so many business pundits, she stresses that executive leadership is still necessary and if effectively and ethically rendered is something which should not be hidden under the rug but promoted openly. In pursuing the cause of sound, old fashioned corporate leadership, she lays out a roadmap, based on original research, on how CEOs may repair their reputations, stressing among other things the need to communicate internally, build a management team, develop a thematic stamp and a vision.

She deserves immense praise not only for her honest appraisal of the role of CEOs in today's business environment but also for presenting an immensely practical and useful format on how to lead ethically, energetically and effectively.

A major, original addition to the literature on leadership and reputation ... no doubt about it.

As we watched some of the finest corporate reputations bite the dust, we also became acutely aware that there is no 'secret sauce' to brew a fine reputation. Yet there are some basic principles that apply and that is what this book sheds light on.

CEO Capital is not about impression management or building personality cults. Nor is it a simple 1-2-3 recipe for assembling a chief executive's reputation. It is for serious business professionals who recognise and honour the immensity of the chief executive's job, especially in today's complex business environment.

Over the past few years, Burson-Marsteller has contributed significantly to the body of knowledge through a series of research studies looking at CEO reputation and its contribution to broader corporate reputation. Those studies have found a significant - and growing - correlation between the credibility of the chief executive and reputation of his or her organisation.

The principal architect of that research is Leslie Gaines-Ross, B-M's chief knowledge officer, who joined the firm after serving as director of marketing and communication at Fortune magazine, where she was closely involved in the publication's Most Admired Corporations research.

In the book, Gaines-Ross builds on Burson's research and lays out a roadmap for CEOs who understand the increasing importance of both personal and institutional credibility. CEO reputation, according to this book, is dependent upon three 'C' factors -credibility, code of ethics, and communicating internally - and two 'M' factors - attracting and retaining a quality management team and motivating and inspiring employees.

So important are the CM factors that each one surpassed even wealth creation in importance according to the 2001 Burson-Marsteller study, she writes. Evidently, financial performance is important, but simply not enough.

Gaines-Ross makes a compelling case that building CEO capital is not about ego, but about good, old-fashioned leadership. And she shows that it has payoffs for the organisation. But before embarking on what Gaines-Ross calls "the CEO capital model of building reputation," the CEO must buy into the importance of building his or her personal credibility.

The most practical section of the book, based upon B-M's 'Seasons of a CEO' research, provides a roadmap for a new CEO seeking to build credibility inside and outside the organisation.

That task begins in the countdown period, before he or she takes office. The countdown is a time to cherish -a time when a CEO may quietly plan for the future, contact key shareholders, research the company, and do all those innumerable tasks for which there will be so little time later, says Gaines-Ross.

The first 100 days of a CEO's tenure are critical, and a time when the focus should be inward rather than on external audiences.

The media should be low on the list of priorities for a new CEO during the first 100 days, says Gaines-Ross. Media exposure without full opportunity to gain a thorough understanding of corporate workings is an invitation to disaster.

As the first year progresses, the focus slowly shifts. The CEO must establish a unique corporate persona in which the CEO's every action and deed reflects in some way the corporate values the CEO wishes to advance and the vision the CEO wishes to instil.

The first step is to engage in what Gaines-Ross calls "intense learning," from customers, from analysts, from alumni, from employees. Then, she says, CEOs can cultivate a persona, establishing those values that will drive the company, articulating a code of ethics.

The second year of a CEO's tenure can be even more challenging because this is when the change really gets binding and the stakeholders, including the board of directors, start to expect real, measurable results.

The CEO needs to demonstrate the company's new strategic vision, put stakeholders at ease - show them both financial results and a unified management team - and start to plan for the future.

The CEO also needs to demonstrate what Gaines-Ross calls thought leadership, something that "distinguishes and differentiates a company from its competitors... Thought leadership often breaks with business or industry convention, astonishes if not startles. Thought leadership reflects on the company and builds CEO capital."

Gaines-Ross ends the book with two appeals. The first is for a longer CEO timetable. B-M's research has shown that all stakeholders expect more of CEOs, and faster. But "the trend toward increasingly shorter CEO tenures is undermining business productivity and focus," says Gaines-Ross.

"Fewer CEOs seem to make it past the five-quarter mark and even fewer beyond their three-year anniversary. Such instability irrevocably and adversely affects a company's reputation and destiny. Chief executive departures have substantially adverse consequences, affecting too many employees, customers, partners, and investors." The second appeal is related, a call for a longer-term view.

This is substantial addition to the literature of our profession, a manifesto supported by compelling original research and informed by intelligent, sympathetic analysis. It is also a rare book about public relations that preaches not to the choir but to the choirmasters.

(The reviewer is Principal and Founder, Genesis Public Relations, India)

The celebrity hungry society of today looks to corporate movers and shakers especially the CEO as icons of a particular company. Think about Lee Iacocca, Jack Welch, Richard Branson, Bill Gates and Steve Jobs to mention just a few. How much of your opinion of these companies (and notice I don't even have to mention which companies they run/ran) is based on your perceived image of the CEO? The phrase `you are your company' has never been more true, especially in the post Enron & Arthur Anderson world. How has your opinion of Enron changed now that you know more about Jeff Skilling and Andrew Fastow? Despite any fraud at Enron being committed by the few and not the masses of the organization, our entire perception of Enron has shifted to the iconic few.

Part I of CEO Capital is a contextual look at CEO capital: what it is, where it comes from and how it can be built. Gaines-Ross draws us in by looking at the CEO Effect by citing some examples as far back as 1985 starting with Roberto Goizueta, then CEO of Coca-Cola and the whole `New Coke' revolt, that could have been a fatal disaster for the company. But Goizueta, trading on his CEO capital, not only avoided being removed but was able to bring the company back even stronger.

Part II is most interesting and is centered on the five stages postulated in the CEO capital model which take you by the hand, and step by step go through best practices (ed: hate that term but in this situation it is apt), principles and linkages to factors affecting the building of CEO capital. As the book says, `the reader may be left with the impression that the stages read almost like a manual on how to lead a company. This perception is quite acceptable and entirely reasonable because nothing is more conducive to building CEO capital than building a strong, high-performing company. Any similarity between the two is entirely intentional.' Which is indeed how it reads, but in doing so, broadens the scope of the content to be relevant to a wider audience of business managers and executives who may not be leading Fortune 500 type companies (yet!). In fact, they may be the very leaders who will gain most from this book, since they are not too arrogant to learn and may gain the most from any capital building opportunities presented to them.

Chapters in the book include guidance on the Countdown (the time before the CEO-elect takes office), the First One Hundred days and the First Year, and then of course the second year in office which is always much harder than the first.

Gaines-Ross has written a truly pioneering work - overall an excellent book on a little-written about subject. The book is practically written and you should not let its somewhat `user manual' style detract you from putting its advice into action. Recommended for CEOs and CEOs to-be of all sized companies, as well as other corporate officers and marketing/PR professionals who may guide along the process.

It tells the story of company that faces many challenges - the biggest of which is its own culture. What's different about this book is it tells you how to change that troubled culture into positive energy that will drive the business towards success.

This is a must read for those struggling with the cultural issues facing so many businesses.

Perhaps most importantly, this is not a regurgitation of MBA material on the subject - Mr. Foley has directly relevant experience, having spearheaded international expansions earlier in his career and now advising companies on how to achieve their global potential.

This is an excellent reference that our company continues to use as we expand to new markets globally and work to increase our share in markets we're already addressing.

I regularly scour library catalogs for new books in subjects like "Information Society" and "Knowledge Management." This is one of the few that I've read from cover to cover.

The author provides a clear historical and organizational analysis of our current corporate environment through his personal experience and skillful inclusion of other modern thinkers on the subject. I started my movement from a gut feel, and was doing it by the seat of my pants, while feeling like an idiot sometimes, not being able clearly define the final structure, and at the same time, I felt very lonely in the wilderness. After reading his book, everyone at my company would have clearly seen the advantages and reasons for abandoning the old management structure and creating a modern organization that could have thrived in the Information Age. I highly recommend this book and the WEB site to anyone who is aware of our changing world, who wants to survive in business, and who cares about the customers and employees by creating or changing a company to the new way of doing business, where wealth creation is maximized, while people are creative and happy.

First off, this book made the cut above another ten or so options on the fringes (the amazon reviews helped). It was a good choice. The author captures the essence of many other books as well as real-world experience with two fundamental points that every manager and every employee--including fast-food employees and others in "drone" jobs--needs to absorb: first, that the existing bureaucratization of the economy at every level is costing so much as to place those companies in jeopardy during the forthcoming economic shake-out, and second, that the sooner every individual begins the process of inventorying their personal capabilities and creating the networks for offering their personal services and knowledge via the Internet to all comers, the sooner they will be able to share in the profits associated with their direct individual contributions to the new economy.

The Department of Defense acquisition and contracting examples are especially shocking because they show, so credibly and in detail, how we have institutionalized multi-billion dollar waste.

This is a special book. It is by a practical man who has drawn very personal and transformative lessons from the school of hard knocks, and whose recounting of those lessons have value for anyone who expects to work for a living today and in the future. This is not a "get rich quick" book as much as it is a "get rich together or get left behind" book.

Whether or not you are already a pioneer of the emerging Free Agent Nation, this book is a must read! If you are one of tens-of-millions sensing that the world you thought you knew is changing, not certain where you might fit in, I highly recommend "Infinite Wealth" as a beginner's guide to learning. But be forewarned! "Infinite Wealth" is not really about material wealth - per say, and if that is what you seek...well then maybe you should read the book. Otherwise, you may never know what hit you.

The synergic paradigm is a place where you and I can be much more by working together than we could ever be by working separately. It is a place where we both can win. It is a place where we can create a win-win world in contrast to our present win/lose and often lose/lose world.

To solve the problems facing us (humanity) at the beginning of the 21st Century will require nothing less than our learning to work together. We must learn to Co-Operate. As Barry Carter explains in his Conclusion to Infinite Wealth:

"Our social institutions are dying. The pain we feel is the pain of death and birth simultaneously, the death of one civilization and the birth of a new one. We have entered a period in which the conservative person who does not take risks and needs stability has become the risk taker, the radical, and the gambler. It is a period in which the one who refuses to change will surely be the one who will lose the most in the coming years. There is no going back to the way things used to be. Back to the basics is a failed policy. The future has already begun, and the trend is clear.

"Starting today you must have a completely new outlook on life. You must be responsible. You can no longer depend on employers, unions, or governments to look out for your economic well-being, to provide you with a job, retirement, social security, health care, or a safety net.

"From this day forward you and your global network of partners are responsible for creating work and wealth for yourselves. If you have no network you have no security. All of the rules have changed. The guarantees and promises made to you by Industrial Age society are null and void and will be breached.

"The government and controlled economies have no choice. The power bestowed on them in the Industrial Age is slipping away--to you the individual supplier and customer. You the individual supplier and customer have no choice about accepting this responsibility. Mass victimization is no longer an option.

"Because most companies and employees are not seriously preparing, the number of companies that fail to make the transition could be extremely high. And there likely will be no unemployment benefits, no welfare, and no Social Security safety nets to catch those who fall. Your network is your security. As we stand poised on the edge of the greatest advancement and growth boom in history, we may stumble. Many may lose life, fortune, and standard of living and suffer tremendous hardship.

"We the individuals are the only ones who can make the change. Our corporate and political leaders do not have the power, vision, or intelligence to address the root causes. We the people must wake up from the Industrial Age sleep into which our factory-style schools, jobs, and governing system have lulled us. We must come out of our defined compartments and take responsibility. Our leaders cannot do what has to be done to correct our problems; this responsibility does not lie in their bureaus of specialty. It is not in their job descriptions.

"History has shown that real change usually comes only through crisis. The evidence shows that the crisis has begun. Tens of thousands are dead from the transition. We can possibly lessen or prevent the crisis if we align ourselves with the change. Today we have the technology, knowledge, power, ability, intelligence, and willingness to move faster toward win-win wealth creation.

"We must use intelligence to recognize what is occurring and move with the natural flow of things and with all deliberate speed. Either way, we have to make the transition. Meandering along simply means that we will pay a higher price in life, death, suffering, standard of living, and debt for our children. Meandering also risks complete collapse and possibly a dark millennium.

"The universe does not guarantee our standard of living or our survival. Perhaps our ancestors had to meander during periods of social transition because there was little or no precedent and little knowledge to use the precedents there were. We are fortunate because we can learn from their mistakes. As the late Carl Sagan said, "we see further because we stand on their shoulders" (1980).

"Becoming aligned with the coming change will allow us to avoid pain and to prosper. Let's get on with it. Let's stop the bleeding and start the fun, passion, and living! This will be the most fun and exciting time of our lives!"

Barry Carter has discovered one of the biggest secrets of science: "When you read and understand the work of a world's leading expert, you can become the world's second leading expert."

Carter spent 12 years of his life studying the world's leading experts in the synergic paradigm. In Infinite Wealth, he shares what he has learned and interprets his new understanding from his unique perspective developed from working as a cog in the wheel of our present Industrial Civilization. With this interpretation he has expanded the paradigm. As a synergic scientist working in the field for 27 years, I was surprised and delighted to learn more. Infinite Wealth has much to offer to both novice and expert.

This is an important book that explains the shape of the coming future. I recommend that every thinking human read it!

The strategies outlined in this book will help the IT department become a partner with functional business units in delivering solutions that address burning business problems. The focus shifts to providinig measurable value to the business as opposed to implementing unified and elegant technologies.