Partnering Intelligence

Creating Value for Your Business by Building Strong Alliances

Partnerships have always existed. All throughout history, people lived in groups and societies for a variety of reasons and relied on each other. When the industrial revolution started, individualism developed, and the working environment got more fragmented. In the information era, in which we live nowadays, creating partnerships is necessary for survival. Most entrepreneurs do not have what it takes to work alone it in profoundly competitive and specialized markets. Thus, at present, you need to collaborate with others like never before. However, being able to create and cultivate partnerships is a skill. Hence, just like with any other talent and ability, some people and organizations are better at it than others. This ability can be quantified as an IQ score, which expresses mental intelligence. Those with high IQ scores, for the most part, do well at assignments that utilize their cognitive aptitudes. Furthermore, there is different sorts of intelligence, for example, emotional, spatial, linguistic, kinesthetic and musical intelligence.

You need collaborating knowledge to prevail in partnerships. Your PQ (partnering quotient), shows how well you can succeed in an association with some other person or other organization. PQ is not a natural ability – you can learn it and work on increasing it. You can approach learning PQ by firstly becoming self-aware. This is the establishment of a solid partnership since you have to understand your own needs, to have the capacity to distinguish and fulfill your partner’s needs and wants. Start developing your partnering skills, utilizing the “Partnership Continuum.” The Partnership Continuum is a well-ordered structure that can enable you to accomplish a full partnership. This model encourages you to work on the two essential segments – tasks and relationship, which you need for a fruitful association. As you handle these two layers and build a partnership, you will realize that the relationship depends on trust and mutual benefit.

As you enter and cultivate your partnership, practice the PDCA or the plan-do-check-act cycle, which will allow you to develop continually. If you realize that your union is not working for some reason, you can go to the “Abandon” stage. On the off chance that you are having issues, relinquish the partnership early on, so you do not put excessive time, energy and funds in it. Four parts consist the PDCA cycle. In the Plan part, you should decide what moves to make to achieve a particular task or discuss the essential components of the relationship. The Do part is reserved for carrying out the arrangement and taking action. Decide, take part in critical thinking and impart as you arranged. In the check part, analyze whether you carried out the plan as you imagined and whether both the undertaking and relationship wound up as you wished. Finally, in the Act part look for approaches to additionally enhance your activities and improve. Put the PDCA cycle into action, as you experience each stage.

Who is this book for

Many people believe that building partnerships depend on friendships, instincts and a touch of accounting. However, the ways to create a fruitful collaboration are more perplexing than that. In this book, author Stephen M. Gouge specifies the qualities that make both inner and outer alliances useful. This process includes understanding the phases of relationship creation and partnership development and turning towards a past/future orientation. The author explains how to evaluate, start and develop reliable connections, and offers outlines and checklists to guide you through each stage. Furthermore, he presents a couple of case scenarios which illustrate the process of building strong partnerships. We recommend this book to readers who are thinking about creating a certain partnership or looking for ways to improve an already existent association.

Author’s expertise and short biography

Stephen M. Dent is an award-winning organizational consultant. He is the co-founder of The Partnership Continuum. He participates in workshops, speeches, and has trained numerous executives, managers, and consultants, during his nearly 20 years of experience.

Key Lessons from “Partnering Intelligence”

1.      Important Partnerships
2.      Assessing Your Partnership Abilities
3.      The Partnership Continuum

Important Partnerships

As we already mentioned, partnerships are essential for development and survival. When you pick a business partner, imagine that you are someone who is dating and trying to find a partner and to develop a profound connection and relationship. Good relationships are critical to any successful business since business relies upon cooperation, not just transactions.

Assessing Your Partnership Abilities

Partnerships can be external (with other companies) and internal (connections within the organization). Albeit most businesses rarely perceive these associations between the organization and its employees, these are the primary business partnerships. To make a decent relationship with a partner, evaluate your PQ, or, in other words, assess if your company possesses the qualities required for a proper partnership. You need to learn your PQ since the process of having a good partnership depends on your character.

The Partnership Continuum

Partnerships do not naturally happen – they should be created. The Partnership Continuum Model is a tool which will create the proper climate to openly talk about the processes of forming a partnership and will advance better correspondence and trust. This Partnership Continuum Model has three segments:

Stage 1: Relationship Development – Forming, Storming, Norming, Performing

Stage 2: Partnership Development – Assessing, Exploring, Initiating, Committing

Stage 3: The Past/Future Orientation Environment

To make your partnership work you need to go through all segments of the Continuum.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

Mentoring in Action

A Practical Guide for Managers

The idea of creating a culture that cultivates mentoring is still relatively new. Different companies and organizations have differed mentoring needs, and coaching frameworks are diverse to a certain extent. However, the base of these mentoring schemes consists of a few standard components.

The first element is defining the purpose. In other words, building up a clear and unmistakable comprehension of what you need your mentoring system to achieve is crucial. To make sure that no conflicts or pressure will appear later in the process, you must make sure that participants concur on the objectives before they start. The next stage is an evaluation or deciding how you will assess the program’s result before you begin. Determine how you will define achievement and what accomplishments you will take into consideration during evaluation. Select the criteria you will utilize.

The third element is recruitment and selection. It incorporates figuring out who qualifies to enter the program and become a “mentee.” Depending on your objectives, just a few individuals from your organization will partake in the process. When you identify the potential partakers, make a strategy for enlisting them. The fourth element is mentoring training. For a useful program, you need talented mentors. Mentoring can be taught. Choose what sort of instructions and preparation your mentors need. Finally, the last element is coordinating and matching mentees with suitable mentors.

The dynamic of the mentoring relationship will develop after some time, and may include a transition period. Outside conditions can influence it, including age, the corporate culture and structure, and the length of the relationship. Profound discussions may not happen in short coaching relationships, so utilizing a short-term program may restrain learning opportunities. Cementing this center relationship is the most significant factor in maintaining the mentoring process. So, what exactly shapes the relationship?

On the off chance that you could decide precisely what might make one coaching relationship stable and productive, while another one is the complete opposite, you could spare organizations billions of dollars and hours of lost time. From various perspectives, the mentor-mentee relationship is a dance of expectations and practices. It is important what mentees figure they will get from mentoring and how they act to deserve those benefits. In building up those desires and expectations, it is essential to consider the context of the relationship. Naturally, conditions change after some time, so stay aware of the “gradual maturing” of the relationship and the people taking an interest in your coaching program. In the end, great mentoring ought to result in a crisp awareness that prompts real changes in the mentee’s conduct and activities.

Who is this book for

Nowadays, almost every knowledgeable person concurs that cutting-edge organizations must change and develop rapidly. However, few companies sufficiently underline the significance of mentoring – the face-to-face instructing that get employees ready to take on more significant responsibilities. This handbook discloses how to set up a coaching program and does that in a practical and workable manner. The book is a linkage of an extended presentation of more than 25 case studies and a conclusion. These examples include a wide assortment of corporate and academic cases.

The drawback is that creators David Megginson, Bob Garvey, David Clutterbuck, Paul Stokes and Ruth Garrett-Harris have written the book, assuming that readers are already knowledgeable about mentoring terminology. We recommend this book to human resources and management experts who are interested in conducting a mentoring program. Also, professionals who are not sure if their company is suited for a mentoring program, and if such programs work, may find the answer between this book’s pages.

Authors’ expertise and short biography

David Megginson is a software developer, specializing in open source software development and application. David Clutterbuck is a professor of coaching and mentoring at Sheffield Hallam University, where Bob Garvey is the pioneer of the related research section. Paul Stokes is a senior instructor in the mentoring research sector, and Ruth Garrett-Harris is a teacher, researcher, and advisor.

Key Lessons from “Mentoring in Action”

1.      Perspectives on Mentoring
2.      Building Quality Relationships
3.      “The Learning Conversation”

Perspectives on Mentoring

The mentoring process should be viewed from multiple angles, to be able to clarify how it works. These angles include cultural impact, mentoring “schemes,” individual relationships and mentoring techniques. Another important element in mentoring is “mentoring moments.” People who have previously participated in a mentoring program testify of a particular moment that resulted in a vital difference in their progress. These moments are called “mentoring moments” and understanding how they happen and what they do, can be of high importance to a particular mentoring program.

Building Quality Relationships

The quality of the relationship between the mentor and the mentee is critical. The elements that affect this bond include rapport, voluntariness, fundamental competencies, proactive attitudes, and finally – assessment.

“The Learning Conversation”

Members can see the mentoring process as a broadened “learning conversation” with five particular aspects:

  • “Reaffirmation”: the partners build up personal connectedness before they begin the mentoring relationship.
  • “Identifying the issue”: the partners share their thoughts on what they think that mentoring can achieve.
  • “Building mutual understanding”: the mentor challenges the mentee to contemplate the current issues, all the while abstaining from lecturing about how they tackled such issues.
  • “Exploring alternative solutions”: the partners talk about possible ways to deal with the issues.
  • “The final check”: mentors coordinate mentees to analyze their gained knowledge and to regularly apply it to their conduct.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

Snap Judgment

When to Trust Your Instincts, When to Ignore Them, and How to Avoid Making Big Mistakes with Your Money

How many times have you done something because “you had a feeling” about it? How many times have you heard other people explain their behavior in such ways? Intuition is an indivisible part of each human on this planet. Prehistoric humans, for example, completely trusted their instincts and made quick decisions in possibly dangerous situations, when their lives were at stake. Humans also developed the capability to read social hints, analyze words, and differentiate between enemies and friends in a second. They can decipher language cues, vocal signals, and can discern each other’s moods. Gut instinct is quite valuable when it comes to social situations.  However, it is not as useful when it comes to more complex cases.

Intuition may indeed work in simple scenarios. However, it will not be of any help when you are selecting the best retirement plan when you are assessing investments or deciding to enter a new market. In fact, trusting instincts when you need to make a decision works against you and your best interests. People who are overly self-confident frequently make wrong choices. Their confidence blinds them and is not allowing them to see the whole picture of a particular situation. Also, they sometimes utilize wrong rules of thumb to simplify and understand complicated cases.

The way that people despise losses more than they like gains influences their decisions as well. They make an effort to stay away from mishaps, even to the degree of indulging in unsafe conduct. Behavioral economics, which, pretty self-explanatory, includes both psychology and finance, finds that snappy judgments are useless for picking stocks. Stock buyers need to gain a deeper understanding of what inspires different investors and how they are probably going to act. Wise investments are not significant on an individual premise only. They additionally secure the economy from the development of market bubbles that can harm the global and local markets. Feelings also confuse people and push them towards reckless decisions. People will more likely burn through cash when they feel troubled than when they are at rest.

Now that we have explained the way intuition may stop you from making wise decisions, it is time for some good news: you can control your urges. That is right; people can take control of their instinctive inclinations and intentionally move from System 1 to System 2 reasoning. This change pays well when you are making investment decisions, or you are deciding on important life issues. Knowing when to run with your intuition and when to be more rational and analytical is vital for a decent life full of fruitful decisions.

Who is this book for

All people, no matter their professional position, place a significant amount of focus on their intuition whenever the time comes to make decisions. The results from such conduct are usually disastrous. Behavioral economist and author David E. Adler studies the reasons behind this human behavior: making important decisions based on gut feelings, urges, habits or snap judgments instead of being more rational and using analytical reasoning. In this book, Adler presents many engaging cases that unravel the dangers of trusting instincts when it comes to complex decision making. Having in mind that we all make decisions each day of our lives, we believe that everyone should read this book. Accordingly, it may prove especially useful to investors, managers and other executive decision-makers that need to change their thinking.

Author’s expertise and short biography

David E. Adler is a writer for Financial Planning and has published with Barron’s, the New Republic, and Psychology Today. He devotes his time to financial journalism, economics research, and television. In addition to Snap Judgement, he is also the co-editor of the anthology Understanding American Economic Decline.

Key Lessons from “Snap Judgement”

1.      Investment Decision Making
2.      Additional Judgments and Decisions  
3.      The Limits of Intuition

Investment Decision Making

Bob Arnott, an expert money manager, employs a nonintuitive technique for deciding on investments. Just like other financial advisers, he utilizes models, yet if they coordinate with his instinct, he becomes suspicious. At that point, he goes the other way. He says that he uses intuition but in a twisted way. He clarifies that following others is common. However, it does not function admirably in the world of investments, where following patterns prompt “atrocious” timing. It additionally pushes individuals into the most widely recognized “impulse driven” investment blunder: purchasing high and selling low.

Additional Judgments and Decisions

You might think that a U.S. Secret Service agent’s gut instincts about who is or isn’t a threat would be a great tool when protecting presidents. You probably think that a U.S. Secret Service agent relies on his gut instinct to determine who is and who is not a threat to the president he protects.however, former agent Joseph A. LaSorsa, indicates that it is seldom the case. He furthermore argues that examining practical information is the best tool for specialists when figuring out who may pose a danger. In this sense, bodyguard techniques should serve you as a parallel on how you should make financial decisions.

The Limits of Intuition

Hardly anyone anticipated the 2008-2009 financial crash. Most experts believed that the financial system was resilient and shockproof. However, they were off-base. Why? Because of psychological reasons. Namely, human instinct is capable of handling simple inquiries, such as, “Is it rain?” or “Does he like me?”. However, the destruction of the financial system is too complicated to envision or predict. It drifts outside of standard thinking. When it comes to substantial economic issues that influence numerous markets (or, on an individual scale, your future security), instead of trusting your gut instincts, go with detailed analysis.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

Effective Internal Communication

Internal communication has had many names over the years, depending on the stage of evolution of communication between employees and management the corporate world was at. It was called “staff or employee communication,” “leadership communication,” “industrial relations,” and “change management.” Overall it is a relatively new train and has experienced three stages so far. The first phase was before the 60s when employee correspondence was in its earliest stages. It began in industrial relations, and its objective was to increase and improve team spirit. The second phase was between the 60s and the 80s when journalists entered the corporate world. Finally, the third stage was amid the late 80s when employee correspondence turned into an augmentation of marketing. The group of onlookers for staff communication started incorporating potential clients and suppliers in addition to workers.

Since internal communication is a relatively new discipline, it consists of people that started in various other disciplines. In any case, wherever they come from, the staff members of the internal communication team must be credible. To achieve that, companies must build a bridge between internal and external communication teams by pushing employees to develop specific business skills.

There are four types of corporate culture. Entrepreneurial organizations have a founder that acts as the corporate policy-maker and strategy developer. Role corporations are enormous, bureaucratic organizations, in which any activity must gain approval by multiple levels of staff. Accordingly, these cultures use various forms of communication. Personal organizations, such as hospitals or schools, focus on relationships rather than organizational structure. Finally, project-oriented companies are task-oriented. They are usually consisted of short-term teams and are dispersed in different geographic areas. Such corporate cultures are a product of significant transitions such as mergers and acquisitions.

Each type of company has different communication needs. The nature of the business itself dictates where the internal communication division is placed in the organizational structure. Communication departments can be located in marketing, administration, finance, public affairs, human resources, corporate affairs, or corporate communication departments. In big enterprises, however, internal communication mostly finds its place in the public relations department. Smaller firms, on the other hand, usually link it with human resources. Finally, the structure and placement of internal communication are not what is vital. Wherever companies place it, it must work well with other departments. Also, the linkage between external and internal communication must exist, and it should show itself in the consistency of the messages both divisions provide.

Who is this book for

The authors of this book Lyn Smith and Pamela Mounter have tried to cover e-mail etiquette, communication theory, Maslow’s hierarchy of needs, paginating a publication and running meetings. However, the result is not satisfying, since the outcome is a vague and overly general take on internal communication. Moreover, the language and the examples they offer are primarily oriented towards the U.K., assuming that the reader is informed about specific events there. Therefore, this book may not be useful for readers outside of the U.K., as well as those who already have a more-in-dept knowledge of internal communication. We recommend it to people who are starting out with this topic, and to those who want to know why internal communication is becoming vital in the modern corporate world.

Authors’ expertise and short biography

Lyn Smith has a vast experience in the communication, from film publicity to internal communication. At present, she runs a PR firm. Pamela Mounter, apart from being a senior corporate communication consultant, has written about internal communication for different publications.

Key Lessons from “Effective Internal Communication”

1.      Delivering the Message
2.      What Employees Want
3.      Measure Success of Communication

Delivering the Message

The way you give your messages is as important as the content you provide. Many barriers stand in the way of clear and straightforward communication such as gender, regional differences, age, or the organization’s history. To improve staff understanding, when you communicate a significant organizational change, include staff members in the delivery of new information. When talking with different national entities, make sure that you are not offensive to anyone, and that everyone understands the message. Always take factors such as time zones, translations, humor, social mores into consideration. Remember that culture and background play a significant role in people’s understanding and worldview.

What Employees Want

Your message’s impact grows with the interest that your audience shows towards what you are communicating. Studies show the topics that employees consider the most interesting. Those are:

  • Announcements which involve the company’s plans
  • Opportunities to advance inside the organization
  • Information that could help workers do a better job
  • Productivity and efficiency improvement
  • Changes in personnel policies

Whenever internal communications are preparing messages and announcements linked to these topics, they should find a balance between the needs of higher management and the needs of the employees. It is crucial for managers to show a positive attitude, and a desire to create a bond with the audience. You cannot fake a desire to connect, it must be sincere, and you have to mean it. When you make announcements, do it in a timely fashion. Ask the audience for their opinion, get their feedback utilizing surveys, focus groups or questionnaires. One negative aspect of this way of functioning is that managers may become the target of employees’ resentment. Some managers may need extra training which will prepare them to deal with emotional staff members.

Measuring Success of Communication

Communication is a measurable variable, just like any other business activity. Discover what your employees think, how they reacted to a particular message, and if and how they changed behavior after receiving the news. To gather such information, you can conduct an audit, use a benchmark, if one is available, or you can prepare surveys, online or in print.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

Intelligent M&A

How can managers smartly interpret mergers and acquisitions? Instead of relying on facts, you can collect information.

You are probably familiar with the template of every business publication. According to various standards, it’s close to a disaster if your announcement lacks articles about mergers and acquisitions or (M&A). You as a representative of the company must form a team that will function in the service of the firm by designing (M&A) deals. Well, the rumor has it, that a proper merger deal will get along with financing, managing, and analyzing other companies, the same thing refers to an acquisition. The book covers a wide range of topics, from more optimistic deals to combinations that went wrong. In either situation, this classic presents examples and tips to follow for abandoning such unprosperous partnerships.

There is another perspective, from which all of these rumors and legends don’t leave a mark on the company as a result of simple ground rules. The steering wheel is in your hands, and the authors embolden organizations to accept the new intelligent strategy. As an illustration of this point, “Intelligent M&A, offers dozens of combinations each representing a separate stage of growth and desire to expand. Firms need to adapt to the environment before any merging or acquisition takes place. Regrets have no place in the modern era, due to their negative impact on the company’s morale.

Some M&A transactions are prone to failure more than others, but that depends on many factors. For instance, we can mention, market positioning, financial security, competition, political situation, etc. Surprisingly, not many companies have conducted these financial operations successfully in the past, and the explains the aversiveness existing when it comes to justifying the value of the deal. In spite of the risk, there is a big gain in taking ownership of another entity’s stocks, assets or enterprises.

However, as it is with most things – it’s easier said than done. Fortunately, this book enforces new perspective into your mind, a broader look that promotes growth and stimulates risk. Why go after mergers and acquisitions? It’s an efficient way of lowering down the operation costs, expanding the organization and increasing your market influence. On the other hand, M&A is not a phenomenon that can undergo a calculation and be measured precisely.

The authors Scott Moeller and Chris Brady provide an insightful guide filled with useful tips all leading to a smarter use of M&A. Someone may say, that the world doesn’t operate around mergers and acquisitions, that includes the business community, but you have to remember that investing is an integral part of any business operation – directly or indirectly.

Every organizational process gains momentum from well-designed strategies. The ability to make your way through the fluctuations caused by various factors is a rare skill. Team effort to burst that bubble of uncertainty is proven to be useful but not resourceful. Unfortunately, even now a significant numbers mergers and acquisitions do not live up to expectations due to unfavorable external and internal conditions. Not so often, they destroy both companies simultaneously.

An urge is often the reason for destruction. These deals or transactions consists of sensible information, therefore chasing deadlines, and conducting time-management strategies is a recipe leading to disaster. This book assists you in the pursuance of right deals. It helps you to learn some negotiations tricks and techniques that you can apply when you gather intelligence. GetNugget offers this magnificent classic to all people who are looking forward, and those seeking to learn the value of merging and acquisition transactions.

Who is this book for

These days, there are no shortages of possibilities, but the human nature tends to get a little needy – that’s a huge mistake. Analyze whether your deal is based on fantasy, or on detailed analysis, is an effective strategy to avoid making mistakes. A similarly designed theory is the one where the acquisition, relies on numerous opinions, assigns consultants to the task, and listens to what they have to say. By all means, one must take all matters into consideration.

This book is a perfect fit for investors, managers, leaders, and students whose eagerness to achieve success is on another level. Generally speaking, the transactions leading to a successful merger or acquisition are difficult to explain. The takeover is a complicated subject; this book attempts to resolve this matter in order to help you pick the best possibilities.

Authors’ expertise and short biography

Scott Moeller currently heads the Cass Business School’s executive education program. Before that, he was in charge of a venture capital fund, and also made his contribution in academia. Scott is the author of Why Deals Fail and How to Rescue them; Surviving M&A, etc. Chris Brady momentarily has a dean’s role at the Bournemouth University business school.

Key Lessons from “Intelligent M&A”

1.      No risk, no gain
2.      The ability to follow success depends on your preparation
3.      The power of questioning

No risk, no gain

Not even the most experienced investors can guarantee you success, in the early stage. If you come across such, too optimistic advisers, beware of their unrealistic point of view. Sometimes, knowing when not to make a move is actually a step forward.

The ability to follow success depends on your preparation

Instead of pursuing success blindly, there are tools available that can lead you upstream to ultimate victory. The final act of success reveals itself when an executive or any other decision-making body of the organization is capable of identifying the right opportunities and able to separate them from the unprosperous ones

The power of questioning

When you are not sure, whether the deal is the right one for the company, the next best thing is to stall the offer. Gather more intelligence and information about the stocks, assets, that you are purchasing.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

And the Money Kept Rolling In (and Out)

Wall Street, the IMF, and the Bankrupting of Argentina

At the outset of the 20th century, Argentina was one of the wealthiest nations in the world and appeared to be on the right path to lasting prosperity. However, as it usually happens with things that are “too good, too fast,” the nation seemed to be so overwhelmed with its momentary success, that in the end wasted its chances to achieve a beautiful future. It all started in 1991, when, after the nation experienced many years of hyperinflation and poor monetary performance, a new Economy Minister –  Cavallo was appointed. He embraced a radical framework to impose a fiscal discipline on the country; his system fixed the exchange rate: 1 Argentine peso = 1 U.S. dollar. Many people disagreed that such a step is wise. Nonetheless, in spite of many cynics, this convertibility framework succeeded to tame Argentina’s hyperinflation and to set up the financial establishment for future economic prosperity.

In the meantime, the Argentine government focused on other problem areas as well. They removed trade barriers, deregulated industry, privatized government companies and did everything they could do to make the market stronger. Despite a few issues with corruption in the privatization program, in general, the new “order” appeared to work magnificently. Cavallo quickly became a national legend. In 1997, the IMF gave its approval to Argentina by setting up a “precautionary” program to give the country crisis monies if necessary. In any case, Argentina was just starting its road of success, and nobody thought that it could ever require these emergency funds.

Allured by its booming market, investors continued to buy Argentina’s bonds. However, their interest and investments indebted the country more than it was recommended. Very soon the country’s debt – to GDP ratio climbed beyond frugal levels. The IMF warned the state that a market crash might be on the way, but this warning was quickly brushed aside. Overnight, just as the IMF suspected, things got out of hand.

The rise and the fall of Argentina’s bubble is a product of irresponsible governing and inexcusable greed, and let to the unexplainable anguish that reached the whole world. People starved, kids died, families lost everything as the economy broke down. The way that a darling of the worldwide capital markets could reach such a despicable end fuels the anti-globalization movement. The Argentine financial collapse had adverse outcomes for the population of Argentina and moreover – for the world.

Who is this book for

This book is a delightful presentation of the rise and the fall of Argentina’s market. First, it shows the way the country succeeded in overcoming decades of financial troubles and started moving towards economic growth. Moreover, it explains the way the nation sunk into financial chaos, bigger than ever before. Author Blustein is not “objectively” telling the story. On the contrary, he argues that brokerage companies and international banks are the main culprits in destroying Argentina’s economy. Furthermore, he does not cast a light on what happened to all the money that flowed into the country during its booming years.  On the other hand, he presents us his expert opinion about the dark side of globalization and underlines some current problems in the international financial system. We recommend this book to anyone that is interested in economics and global finance.

Author’s expertise and short biography

Paul Blustein has written about economic and business topics for more than 20 years. He is a writer at The Washington Post and has authored The Chastening: Inside the crisis that rocked the global financial system and humbled the IMF.

Key Lessons from

1.      The Argentine Recession
2.      The Beginning of the End
3.      The Fall

The Argentine Recession

In 1999, Brazil devalued its currency, and therefore hastened the crisis. Since Brazil was an important export market for Argentina, the devaluation increased Argentina’s export costs. Consequently,  as one could anticipate, Argentina’s exports decreased. In the meantime, global commodity prices were declining as well, cutting Argentina’s profit from wheat and other horticultural products. Finally, investors started to stress over Argentina’s capacity to service its debts. Argentina got itself caught in an endless loop. The recession prompted greater budget deficits, which, accordingly, prompted more market sketchiness. These events drove the markets to request higher interest rates on Argentine securities, thus prompting a much more profound recession.

The Beginning of the End

In December 2000, the International Monetary Fund gave consent to give a loan to Argentina. The loan’s worth was $14 billion and was supposed to provide the administration with some breathing space to deal with its difficult issues. Experts scrutinized Argentina’s fiscal discipline, and fret that regardless of the possibility that it stayed on the course of budgetary control, it would not have the ability to develop economically and to improve its debt to-GDP proportions. Of course, their worries came true. Soon, everybody realized that Argentina’s economic situation was unsustainable. It had taken more loans than it could repay. The Argentine economy kept on declining.

The Fall

The Argentine story continued developing as a tragedy. By late 2001, the circumstances were critical to the point that international investors suggested that Argentina should start restructuring its debts. Adequately, they were requesting that Argentina paid them less of what it owed. The Argentine government reacted with a plan of debt-restructuring, that would cut Argentina’s interest installments by $4 billion every year. Rating agencies replied by minimizing Argentina’s bond rating. Instantly, everyone started going to the banks, trying to take out their money, before the banking system collapsed.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

The Long Tail

Online sellers provide much more flexibility to niche buyers by offering an infinite variety of products or services. In addition, cyber-products have a longer lifespan or in other words: the long tail.

Go 30-40 years back in time and analyze the music hits back then – approximately the period between 1970 and 1980. Numerous hits existed as they do know, but only a few of them dominated the scene. Michael Jackson and Eagles, for example, endured for quite a long time, on the top or they’ve managed to confront the changeableness of the audience’s preferences. Mega-music performed by Michael Jackson entered people’s hearts and remained until this day. The corporate hit machinery was a perfect leverage for increasing popularity on top television shows, magazines, etc. Movies also did a great job when it comes to publicity; the goal was to avoid any misunderstandings referring to the relations between the public and performers.

Those so-called stars lived by one simple rule: Either you’re in or out, there was no middle. In spite of the various factors and influences, many “stars” remained “hot” for a very long time, or in other words favorite among the crowd of fans. As the hits began to pile up, their dominance continued to expand, and popularity grow. If that process were carried otherwise, the effect would not have been the same. As simple as that, but that’s not the case for quite some time.

The fast tempo and advanced technology have produced the Internet era. The audience now has new needs in accordance with the environment we live in. New broad tools are available that can be used to conduct the same service as in the 80s. The conventional tv-shows and radio programs now become secondary, or to put it differently – replaced by a wide range of other possibilities like DVDs, Websites, Video Games, iPods, mp3, etc. According to many, that was the beginning of the new social era, which brought a set of opportunities that came at a price.

The author of “The Long Tail” Chris Anderson embraces the wake-up call and advises you to do the same. With a broad perspective supported by hard facts, stats, charts, insights, and numbers, Anderson adopts a futuristic attitude that will not deprive him of his business of the “digital cake”. Online marketing is not a straightforward matter due to thousands of variabilities and alternatives. According to this book, the new Age knocks on everyone’s door, not waiting for an invitation. Digitalization and technology meet on controversial grounds, despite their parallel influence on the world’s economy. The extensive research on the subject conducted by Anderson generates much more than simple numbers. It gives a whole new meaning of online retailing, and exploration of niche markets.

This steam, allows the products to achieve immortality – referring to a longer lifespan. The longevity is only a fantasy for the shelf products, regardless of how hard these manufacturers work in order to improve their durability. Even blockbuster products are a part of the same short-term process. Anderson is highly skilled to talk about the out-of-box mentality by which he clarifies the decline in box office sales worldwide and the constant increase of niche firms.

The book is written for one purpose – to enable any reader that lacks expertise in understanding products to quickly grasp the material. There is no shortage of high-quality examples, able to drive this point even further. Each section conveys a unique message, backed by facts and information drawn from reliable sources.

Who is this book for

Can the modern and digital society embrace all of the changes rising with the birth of “the long tail”? Online markets are designed especially for speed, and efficiency. They offer far more goods than the ordinary ones. Your business wouldn’t survive the “Rip Van Winkle” scenario due to unpreparedness and rigidness. It sounds like a horror movie, to wake up after 20 years of sleep, and find everything changed.

This book is a real wake-up call to those who still live stuck in the old days. The Long Tail outlines the importance of living in the present time, understand the differences existing between the products and overcome the severe disadvantages of your business. As such it’s highly recommended and perfect for those people who strive to improve their business activities with cutting-edge technology and commitment.

Author’s expertise and short biography

Chris Anderson was born in London on July 9th, 1961. He is an Anglo-American entrepreneur, author, and columnist. Anderson alongside his parents moved to the U.S at the age of 5. Chris obtained his college degree from the George Washington University and continued studying quantum mechanics, and science journalism at Berkeley. In 1994 he joined “The Economist” and in 2004 his “The Long Tail” article became the basis for his The Long Tail: Why the Future of Business Is Selling Less of More – book. A year later in 2005, he was selected as the best editor of the year.

Key Lessons from “The Long Tail”

1.      Move side by side with technology
2.      The substitute era
3.      The power of democratization and digitalization

Move side by side with technology

Some businesses that are pretty conventional, because they don’t progress parallelly with the technology, if it were otherwise, perhaps these corporations or small companies would have a bigger chance to avoid economic collapse.

The substitute era

Welcome to the New Online World, where niche buyers pay extra attention to digital products rather than those old-fashioned tangible commodities. Megabytes are the perfect substitute for mega-buildings – giving birth to something new.

The power of democratization and digitalization

Nowadays, almost anyone with access to computer and internet can become a published author, celebrity, or businessman. Undoubtedly, the Internet has the pivotal role in eliminating all the barriers that used to exist. These obstacles served as blockades for companies (especially new ones) to reach new heights.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

In Search of Excellence

This business classic provides its readers with eight unique methods leading to excellence. Walk the road and in a straightforward manner

The authors of this book – Peters and Waterman started investing about what made American companies so great. During their college days, they realized that the American global influence was under constant pressure from the Japanese – Management. Not just them, but all of the U.S citizens, who were in some way connected to the people living in Japan, obtained knowledge from a high-level managerial “Nation”. The global market didn’t have mercy for errors, neither was the situation back then any different.

The research continued markedly since Thomas and Robert, marked the mistakes existing in the global economy and methods of doing business. The key was to understand the predominance by some and consequently to inflict balance. Nonetheless, the process of turning theory into practice was a lot harder than they foresaw. As the study reached a certain point, there was no turning back.

The project began with seven crucial and unique variables, which turned out to be the foundation for a new model. None of them had ever assumed that a group of students could challenge the American economy, by designing a system that allows the companies to analyze all fields using well-defined metrics. High expectations and trust, laid down the foundation for this seven-variable model. Generally speaking, this project produced a matrix consisting of multiple principles.  

You probably wonder what these students strived for? Well, that was the beginning of the McKinsey’s 7-S Framework – in practice, but in the meanwhile other processes continued to unfold. Eventually, the matrix was built from the “S” letter, that translated a series of terms into a single unit. All carrying a different meaning, all conveying a unique message. The usefulness of the model is beyond doubt, and yet without accurate information, the use of this matrix is counterproductive.

A dose of skepticism appears about whether Peters and Waterman, used some metrics to select their corporate models of excellence or not? Probably, nobody can give an answer to that question, but you can look from their perspective and ask yourself – What would I do? For instance, if you go shopping 99% of the times, you have a list of things that you may be interested in. Let that serves as a point, for future discussions, that it’s not normal to decide at the moment and all of a sudden to change direction. The process starts with identifying a list of businesses that all of the stakeholders interpret as inventive, innovative and probably prosperous in years to come.

Although they conducted the study two decades ago, the freshness is intact. As soon as, you realize that not every book shares the same amount of useful elements like this one, you’ll apply all or some of the eight core principles of excellence. Companies these days, still rely on them due to trust, and transparency. In the middle of the process, a manager should place all of these eight laws systematically for everyone’s sake. This “excellent” book is one-of-a-kind classic that intrigues readers in various ways. GetNugget believes that this book is a perfect fit for anyone involved in some business.

Who is this book for

This book serves as a benchmark for future investment because the results produced from this research will give you an insight into the whole operation. The authors Tom Peters and Robert Waterman over and over again repeat that mistakes are an integral part of excellence. The study conducted from 1979 to 1980 works in the digital era as well due to various reasons. The first and most important one is linked to the qualities embedded in the global brands by top-notch managers. Soon you’ll be able to instantly judge whether some firm’s practices are worthy or not. The sample consisting of 43 companies from the six major industries examines all the aspects needed for reaching the top.

This book is excellent for people striving for excellence, but what is perfection? Sooner or later, each one of us, recalls some situations and wonder if something could have gone the other way. Even though now it’s too late, the search mustn’t disappear.

Authors’ expertise and short biography

Thomas J. Peters is an American-born author, consultant, management expert, speaker, and professional agitator. He was born on November 7th, 1942, in Baltimore, Maryland. Thomas obtained his college and master’s degree from the Cornell University in 1964 and 1966. From 1966 to 1970 he was in the U.S Navy. Thomas wrote several books including The Little BIG Things; Talent; Re-Imagine!; Design; Thriving on Chaos, Liberation Management; Leadership and The Circle of Innovation.

Robert H. Waterman is a non-fiction writer born in 1936. He received education from Colorado School of Mines, and Stanford University. Currently, he heads a major consulting firm, and he is the author of a few books The Renewal Factor and  What America Does Right.

Key Lessons from “In Search of Excellence”

1.      Preparation and knowledge are key elements of successful implementation
2.      Japanese advanced managerial abilities
3.      Create the perfect balance between rationality and intuition

Preparation and knowledge are key elements of successful implementation

Targeting “management excellence or practices” that can create business value, in the long run, is not an easy task. However, this model had no guarantees; the real strength emerges from preparation and knowledge.

Japanese advanced managerial abilities

The standing point for American dominance was probably the advanced technology, but the Japanese mentality overpowered these elements. Companies looked for a way, to learn and ultimately utilize some of these techniques and apply in them at the end.

Create the perfect balance between rationality and intuition

According to some management experts, managers mustn’t rely too much on logic or intuition. The primary activity often occurs in the background, but that doesn’t necessarily mean anything. Even though rationality drives the business forward, imagination is what creates real value.  

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

Get to the Top on Google

Google’s ranking system is not so simple to understand. To reach the top of the search result list, specific rules must be obeyed.

Almost half of the population use Google frequently or have used it at least once, to get information related to a particular subject. This power rekindles the drive and commitment to seek ways to improve your company’s rankings. The internet is synonymous with search engines, even though this makes no sense, the first thing that comes to our minds when we mention Internet is – Google. Online activities expand far more than the essential Google Search, but that is the basis – according to some standards. Billions of people and millions of companies worldwide struggle to improve their rating. Although the internet has produced other search engines, the emphasis falls on Google.

The popularity of this brand-awareness viable method is a result of millions and millions of searches on a daily basis. Stats have shown that almost 16% of the users, never reach out to page three, of search results. This is a clear indicator of the importance of high online ranking. The searches are amazed by the relevance of information presented on Google, search engine results. Perhaps that’s the reason for the low percentage of searches beyond the second page. Nevertheless, don’t get discouraged, many techniques can help you to “Get to The Top on Google.

Businesspeople dream of making their company recognized as a global brand. The sad thing is that this idea can only become a reality if the firm is present in the search engine results. The audience on the web expects something new, due to the fact that now, there is an overflow of possibilities. In the early 20th century, people had to choose between a small portion of products because the alternatives were limited. As technology and digitalization pushed forward, the companies started to develop a new strategy – based on people’s requirements. The Internet played its part in this dream – no doubt. Not many firms became global brands, and those who did – must thank the “Google Era”.

Your competitors are probably working as hard as you because no one wants to be an underdog. “Grabbing” is a popular term on today’s market. Several techniques are beneficial when a company wants to increase its online sales. The first one and the most prominent one of all is SEO ( Search Engine Optimization). SEO represents the process of redesigning, refining, recreating, a Web site to become better ranked on search engine results.

The information emerging from this book conveys one subtle message – Google’s ranking is important as the production itself. Your efforts to improve your company’s visibility will not go unnoticed, and unrewarded. The author of “Get to the Top on Google” – David Viney shares his expertise on the subject and indicates the value generated from adequately conducted Search Engine Optimization (SEO). His methods are simple and modern, but his attitude remains conventional. In case of great success, the company must play well in all fields – including online. He doesn’t promise much but outlines that SEO is not the future, but the “present”. GetNugget is amazed by the versatility of this book, consisting of both facts, and examples. In general, “Get to the Top of Google” is best equipped for present and future entrepreneurs.

Who is this book for

As it’s said earlier, most of the firms are aware that the web nor online presence is a recipe for success. Furthermore, the dream relies on preparation, information and not just ambition. Generally speaking, knowledge is everything, because Google is only a tool, but when the right methods are applied it becomes much more than that. Companies should focus on building relationships on the web and expand their presence online. Although Web doesn’t guarantee visibility, it guarantees opportunity. A motivated person would act right away and exploit all of the market opportunities to see his company grow.  

This book is a spot on match, for all people owning a company, and those striving for such a thing. This guidebook will help you overthrow your shallow views, and adopt a more flexible approach that is more useful in the digital time. Nonetheless, Google cannot do the hard work on your behalf; it only acts as a calculator for measuring your actions and value creating methods.

Author’s expertise and short biography

David Viney is a consultant, author, and technologist with more than twenty years of experience in all sectors – both public and private. He spent approximately six years consulting for large companies about their SEO techniques and strategies. David graduated from the London School of Economics.

Key Lessons from “Get to the Top on Google”

1.      The Internet cannot solve all the problems
2.      The real goal of SEO
3.      Google’s AdWords effectiveness

The Internet cannot solve all the problems

In spite of the numerous opportunities available on the web, the real deal happens behind the curtains. The Internet doesn’t guarantee visibility or profit increase; it offers freedom for growth. The same thing goes for Google.

The real goal of SEO

Many businesses, these days are using SEO not just for better rankings, but also for better online visibility as well. Another process occurs, while we are on the topic – called conversion. The ability to convert your online searches into paying customers is probably the most challenging part, but that’s the goal now is it?  

Google’s AdWords effectiveness

Lots of companies and ordinary people use Google’s Paid Ads for “getting there”. The money given for better placement and highlighting don’t always produce the expected results. You should understand that a lot of the money spent on Web Advertising is equal to lose. However, if you insist on doing it, make sure that the ad is written correctly.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

Empire of Debt

The Rise of an Epic Financial Crisis

The twentieth century proved prosperous for the U.S. economy, which became the most significant and the fastest growing economy in the world. During his governing, Roosevelt flirted with the idea of territorial expansion, and by 1917, President Wilson was getting ready to enter the WWI. The U.S.’s army moved all over the world trying to bring democracy to other countries. Truman attacked Korea without waiting for a declaration of war, and Johnson got into Vietnam without securing a clear public mandate.

The nation commenced its imperialistic path and consequently needed to find means to invest in the army. To fund the WWI, for example, the U.S. used its newly legislated federal income tax. In the beginning, the tax rate was 1% on earnings higher than $3,000 and at most 7% on higher incomes. Nevertheless, by the end of WWI the top rate escalated to 77% in 1918, and by the end of WWII, the bottom rate increased to 23%.

At the moment the U.S. budget planned for the military is larger than the sum of all other countries’ military budgets in the world. To be more precise, even if the budget got reduced by 75%, the U.S. army would still be the world’s most advanced force. The same thing counts for households as well – many Americans are not aware that they would still have one of the world’s best living standards, even if they cut their household budgets in half. This is just what the U.S. Federal Reserve wants: people to continue spending. In fact, it even encourages people to consume more and buy more stuff. These behaviors and actions have made America the cradle of consumerism.

Apart from everything else, Americans tend also to buy stocks, hoping that they will earn when they sell. However, they base their decisions on media propaganda, which holds no real content. They had forgotten the times when shares were more valuable when they paid a dividend. Furthermore, they do not have as much knowledge as earlier investors, that got their experience from numerous ups and downs, have.

Another thing worth mentioning, when it comes to explaining how the U.S. got where they currently are, is the eradication of the gold standard.The gold standard had forced fiscal discipline on the world. However, in 1971, President Nixon eradicated the standard, which meant that other countries could no longer reclaim their U.S. dollars for the gold that supported them. The moment the dollar’s value could not be connected to gold, deficits and inflation boomed. What does that mean? Well, a 2005 dollar is worth five cents as opposed to a 1913 dollar.

Politicians rarely tell the truth. If they did, they would profess the fact that one out of four dollars the U.S. bureaucracy spends is borrowed. The current system works as follows: Asians manufacture products, Americans buy them, Asians lend back this money to the Americans. The time has come when China is the one that keeps the U.S. economy from sinking. Government economists, however, seem unconcerned with the problem.

Who is this book for

Do you think you know everything about the astounding U.S. national debt? Do you think you have heard every story there is to be told and seen every possible perspective? Well, think again. Authors Bill Bonner and Addison Wiggin are presenting it as history. They chose to approach the problem by putting it in a historical and global context. They have filled these pages with historical data: the ancient Greeks, President Wilson’s adventures in Europe and Mexico, the extended Japanese deflation, etc. The writing is fresh and cunning and does not let the reader sleep, which is rare, for a topic such as national debt. Hence, it is no wonder that this book reads like a historical novel, more than mere history. It is probable that some readers will disagree with most of the authors’ opinions, but the perspective they offer and how they present it is too intriguing to disregard this book. We recommend it to investors, investment managers, and history lovers.

Authors’ expertise and short biography

William Bonner is the founder of the newsletter the Daily reckoning and Addison Wiggin is the editorial director and publisher. Bonner is a co-author of Financial Reckoning Day and is a financial newsletter publisher. Wiggin authored The Demise of the Dollar…and Why It is Great for Your Investments.

Key Lessons from “Empire of Debt”

1.      A Debtor Nation
2.      When the Bubble Burst
3.      The “Essentialist” Philosophy

A Debtor Nation

As the U.S. emerged as a significant politically influential nation, it turned into a primary borrower. In 1952, 90% of the money the U.S. government obtained originated from U.S.-based investors. By 2005, however, the tides have turned: 45% of government bonds belonged to Non-U.S. investors. Different countries claim a considerable amount of the U.S. debt: just China owns 25% of it. The U.S. has some level of control over loan fees, but China assumes a huge part. China is a world supplier and gets large sums paid in U.S. dollars. So, whenever U.S. consumers spend more, China benefits.

When the Bubble Bursts

Nowadays the stock market is creating smaller returns on average than it did in the late 90s, while the cost of living is 12% higher compared to previous years. It is no wonder that investors get more risk averse – they try to build portfolios that pay. After the dot.com bubble, the housing bubble emerged next. Housing prices increased at the same pace as the money supply, and money supply has not noticed a faster expansion in the previous 30 years. At some point or another, housing prices will flatten out, and mortgage holders will understand that they are not wealthy.

Bubbles always burst. We all know what happened when the dot.com bubble broke. Now, you ask, what will happen when the property bubble breaks as well? Well, the nation could encounter the sort of extended deflation that has tormented Japan for as long as a decade. In Japan, the housing prices plummeted in the last 13 years. If that were to happen to America, especially if it were paired with a stock market decline, a vast number of people would be pushed to bankruptcy. Then again, the Federal Reserve could inflate the dollar. Japan, when they got into the crisis, had a high savings rate and did not lose its productive capability even amid the crisis. The U.S., on the other hand, is a country sunk in debt and has shut down a considerable amount of its manufacturing plants.

The “Essentialist” Philosophy

Speculation driven markets have been a trend for some time now. Speculation has increased the property prices unbelievably high and has twisted the meaning of investments. However, no man on Earth can predict the future. Instead of trying to do the unachievable, become an essentialist. That is, focus on those things and decisions that you have to do to survive. Look back, study from all the previous generations of smart men and women. Don’t rely on information targeted at the masses, instead build on your own collected knowledge. Crowds, in reality, have no analytical skills. So stay away from them. You may even want to bet against the prevailing investment trends. Just think of it as a horse race. The highest profit lays in betting on the winning horse, that previously had the lowest odds of winning.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;