It’s certainly true that many of the particulars of business have changed. But the fundamentals have not. The stories in this book are just as relevant now as they were back then, and the lessons learned still apply today. Each story presents people who work together, make decisions under pressure, and either succeed or fail to achieve challenging goals. That’s what business is all about, in all times and ages.
"Business Adventuresis as much about the strengths and weaknesses of leaders in challenging circumstances as it is about the particulars of one business or another. In that sense, it is still relevant not despite its age but because of it. John Brooks’s work is really about human nature, which is why it has stood the test of time."Gates Notes
"It's not about investment strategy, management theory or anyof that stuff. It's about how brilliant, stupid, cooperative, mulish, irrational and sage peoplecan be. It seems that time moves on, but people don't really change that much." The Guardian
"Brooks's work is a great reminder that the rules for running a strong business and creating value haven't changed. For one thing, there's an essential human factor in every business endeavor. It doesn't matter if you have a perfect product, production plan and marketing pitch; you'll still need the right people to lead and implement those plans." Business Insider
"Brooks, who wrote for the magazine for more than thirty years, approached business in an unusual way. He had an eye for the technical details that mattered to insiders, but the sensibility of a broad-minded cultural critic." The New Yorker
"The lessons still apply: when Brooks writes about the Edsel, he could easily be reporting on a disastrous consumer product launch that happened last week, with the attendant finger-pointing at marketing mishaps and engineering snafus. When he recounts an inexplicable three-day panic that occurred on Wall Street in 1962, he might as well be talking about the mysterious "Flash Crash" of 2010. When he writes about income tax flaws he could be filing a dispatch from any moment in the past century." Independent
"This is a terrific, thoroughly enjoyable read and it contains enough in the way of cautionary tales to offer some wisdom as well as entertainment." Management Today
Books on Related Topics
The Wal-Mart story is full of simple, but important truths. It's a story that has mystified some, frustrated others, and been admired by many. It's a story about principled, focused leadership that has been able to effectively and consistently balance values and the bottom line in a way that has seldom
Whether you’re an entrepreneur starting your own business or an executive developing a new product or service for your company, before you even think about writing a business plan, make sure you’ve checked all the fundamentals first. At least, give your new business a fighting chance if you don’t want to
You deeply want to become an extraordinary entrepreneur, but you don’t know where to begin. You don’t have enough money; or else you’ve got money, but you wouldn’t feel right risking it. You’re too young; or else you’re too old, and the chance has already passed you by. You can’t seem
Wisdom to Share
Some tales are time-bound; that is, they apply to only the period of time during which they occurred.
The common explanation of the Edsel’s downfall, then, under scrutiny, turns out to be largely a myth. But the facts of the case may live to become a modern American antisuccess story.
One of the most persuasive and most frequently cited explanations of the Edsel’s failure is that it was a victim of the time lag between the decision to produce it and the act of putting it on the market.
The 1950s were the raw, pioneering years of mechanized office copying. Within a short time, there suddenly appeared on the market a whole batch of devices capable of reproducing most office papers without the use of a master page, at a cost of only a few cents per copy, and within a time span of a minute or less per copy.
In the matter of demonstrating a sense of responsibility to society as a whole, rather than just to its stockholders, employees, and customers, Xerox has shown itself to be the reverse of most nineteenth-century companie —to be in the advance guard of twentieth-century companies.
To set high goals, to have almost unattainable aspirations, to imbue people with the belief that they can be achieved—these are as important as the balance sheet, perhaps more so.
In 1965, Xeroxdonated $1,632,548 to educational and charitable institutions, and $2,246,000 in 1966.
A person is free to accept a better job offer, isn’t he? Theoretically speaking, the answer is yes. In reality, however, sometimes such a step imperils the employer whom this employee is leaving: Trade secrets are at stake.