Average Is Over

Renowned economist and author of Big Business Tyler Cowen brings a groundbreaking analysis of capitalism, the job market, and the growing gap between the one percent and minimum wage workers in this follow-up to the New York Times bestseller The Great Stagnation. The United States continues to mint more millionaires and billionaires than any country ever. Yet, since the great recession, three quarters of the jobs created here pay only marginally more than minimum wage. Why is there growth only at the top and the bottom? Economist and bestselling author Tyler Cowen explains that high earners are taking ever more advantage of machine intelligence and achieving ever-better results. Meanwhile, nearly every business sector relies less and less on manual labor, and that means a steady, secure life somewhere in the middle—average—is over. In Average is Over, Cowen lays out how the new economy works and identifies what workers and entrepreneurs young and old must do to thrive in this radically new economic landscape.

Tyler Cowen’s controversial New York Times bestseller—the book heard round the world that ignited a firestorm of debate and redefined the nature of America’s economic malaise. America has been through the biggest financial crisis since the great Depression, unemployment numbers are frightening, media wages have been flat since the 1970s, and it is common to expect that things will get worse before they get better. Certainly, the multidecade stagnation is not yet over. How will we get out of this mess? One political party tries to increase government spending even when we have no good plan for paying for ballooning programs like Medicare and Social Security. The other party seems to think tax cuts will raise revenue and has a record of creating bigger fiscal disasters that the first. Where does this madness come from? As Cowen argues, our economy has enjoyed low-hanging fruit since the seventeenth century: free land, immigrant labor, and powerful new technologies. But during the last forty years, the low-hanging fruit started disappearing, and we started pretending it was still there. We have failed to recognize that we are at a technological plateau. The fruit trees are barer than we want to believe. That's it. That is what has gone wrong and that is why our politics is crazy. In The Great Stagnation, Cowen reveals the underlying causes of our past prosperity and how we will generate it again. This is a passionate call for a new respect of scientific innovations that benefit not only the powerful elites, but humanity as a whole.

The acclaimed New York Times bestselling history of financial crises Throughout history, rich and poor countries alike have been lending, borrowing, crashing, and recovering their way through an extraordinary range of financial crises. Each time, the experts have chimed, “this time is different”—claiming that the old rules of valuation no longer apply and that the new situation bears little similarity to past disasters. With this breakthrough study, leading economists Carmen Reinhart and Kenneth Rogoff definitively prove them wrong. Covering sixty-six countries across five continents and eight centuries, This Time Is Different presents a comprehensive look at the varieties of financial crises—including government defaults, banking panics, and inflationary spikes—from medieval currency debasements to the subprime mortgage catastrophe. Reinhart and Rogoff provocatively argue that financial combustions are universal rites of passage for emerging and established market nations. A remarkable history of financial folly, This Time Is Different will influence financial and economic thinking and policy for decades to come.

The Occupy Wall Street protests have captured America's political imagination. Polls show that two-thirds of the nation now believe that America's enormous wealth ought to be "distributed more evenly." However, almost as many Americans--well over half--feel the protests will ultimately have "little impact" on inequality in America. What explains this disconnect? Most Americans have resigned themselves to believing that the rich simply always get their way. Except they don't. A century ago, the United States hosted a super-rich even more domineering than ours today. Yet fifty years later, that super-rich had almost entirely disappeared. Their majestic mansions and estates had become museums and college campuses, and America had become a vibrant, mass middle class nation, the first and finest the world had ever seen. Americans today ought to be taking no small inspiration from this stunning change. After all, if our forbears successfully beat back grand fortune, why can't we? But this transformation is inspiring virtually no one. Why? Because the story behind it has remained almost totally unknown, until now. This lively popular history will speak directly to the political hopelessness so many Americans feel. By tracing how average Americans took down plutocracy over the first half of the 20th Century--and how plutocracy came back-- The Rich Don't Always Win will outfit Occupy Wall Street America with a deeper understanding of what we need to do to get the United States back on track to the American dream.

An inspiring story of a boy who was born with cerebral palsy & of the family that loved him.

A revelatory examination of the alchemy of successful selling and its essential role in just about every aspect of human experience. When Philip Delves Broughton went to Harvard Business School, an experience he wrote about in his New York Times bestseller Ahead of the Curve, he was baffled to find that sales was not on the curriculum. Why not, he wondered? Sales plays a part in everything we do—not just in clinching a deal but in convincing people of an argument, getting a job, attracting a mate, or getting a child to eat his broccoli. Well, he thought; he’d just have to assemble his own master class in the art of selling. And so he did, setting out on a remarkable pilgrimage to find the world’s great wizards of sales. Great selling is an art that demands creativity, mindfulness, selflessness, and resilience; but anyone who says you can become a great salesperson in 15 minutes is either a charlatan or a fool. The more Delves Broughton traveled and listened, the more he found a wealth of applicable insight. In Morocco, he found the master rug merchant who thrives in Kasbah by using age-old principles to read his customers. In Tampa, he met with Tony Sullivan, king of the infomercial, and learned the importance of creating a good narrative to selling effectively. In a sold-out seminar with sales guru Jeffrey Gitomer, he uncovered the ways successful selling approaches religion, inspiring faith and even a sense of duty in customers. From celebrity art dealer Larry Gagosian to the most successful saleswoman in Japan, Broughton tracked down anyone who would help him understand what it took to achieve greatness in sales. Though sales is the engine of commerce and industry—more Americans work in sales than in manufacturing, marketing, or finance—it remains shrouded in myth. The Art of the Sale is a powerful beam of light onto the field, a wise and winning tour of the best in show of this endeavor which is nothing less than the means by which all of us, one way or another, get our way in the world.

The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?

Demonstrates how society favors the beautiful and how better-looking people experience startling but undeniable benefits in various aspects of life. This title shows that the attractive are more likely to be employed, work more productively and profitably, negotiate loans with better terms, and have more handsome and highly educated spouses.

From one of the leading policy experts of our time, an urgent rethinking of how we can better support each other to thrive Whether we realize it or not, all of us participate in the social contract every day through mutual obligations among our family, community, place of work, and fellow citizens. Caring for others, paying taxes, and benefiting from public services define the social contract that supports and binds us together as a society. Today, however, our social contract has been broken by changing gender roles, technology, new models of work, aging, and the perils of climate change. Minouche Shafik takes us through stages of life we all experience—raising children, getting educated, falling ill, working, growing old—and shows how a reordering of our societies is possible. Drawing on evidence and examples from around the world, she shows how every country can provide citizens with the basics to have a decent life and be able to contribute to society. But we owe each other more than this. A more generous and inclusive society would also share more risks collectively and ask everyone to contribute for as long as they can so that everyone can fulfill their potential. What We Owe Each Other identifies the key elements of a better social contract that recognizes our interdependencies, supports and invests more in each other, and expects more of individuals in return. Powerful, hopeful, and thought-provoking, What We Owe Each Other provides practical solutions to current challenges and demonstrates how we can build a better society—together.

Controlling inflation is among the most important objectives of economic policy. By maintaining price stability, policy makers are able to reduce uncertainty, improve price-monitoring mechanisms, and facilitate more efficient planning and allocation of resources, thereby raising productivity. This volume focuses on understanding the causes of the Great Inflation of the 1970s and ’80s, which saw rising inflation in many nations, and which propelled interest rates across the developing world into the double digits. In the decades since, the immediate cause of the period’s rise in inflation has been the subject of considerable debate. Among the areas of contention are the role of monetary policy in driving inflation and the implications this had both for policy design and for evaluating the performance of those who set the policy. Here, contributors map monetary policy from the 1960s to the present, shedding light on the ways in which the lessons of the Great Inflation were absorbed and applied to today’s global and increasingly complex economic environment.