The Economist

A business's overall strategy may be set at board level, but many people throughout the organisation will be involved in deciding that strategy and implementing it - making decisions that are strategic in nature. On these decisions hangs the future of the business: how successful it is, even whether it is successful. Yet business history is full of strategic decisions, both big and small, that were weak, poorly conceived and consequently disastrous.

In 2050 there will be 9.3 billion people alive - compared with 7 billion today - and the number will still be rising. The population aged over 65 will have more than doubled, to more than 16 percent; China's GDP will be 80 percent more than America's; and the number of cars on India's roads will have increased by 3,880 percent. And, in 2050 it should be clear whether we are alone in the universe.What other megachanges can we expect - and what will their impact be? This comprehensive and compelling book will cover the most significant trends that are shaping the coming decades.

A wonderfully illuminating and witty guide to every -ism you could ever want explained. Entries include every -ism under the sun, from Absurdism to Militarism to Zoroastrianism.

Get yourself up to guru speed. This insightful guide, which has proven hugely popular around the world in hardback, not only includes the most significant ideas that have influenced the management of business over the past century, but it also includes entries on the most influential business thinkers of the past and present.

This Economist book describes emerging military technologies and places them in the larger context of today's politics, diplomacy, business and social issues. It shows how efforts to win wars or keep the peace are driving enormous and multifold technological advances. Broadly speaking, defence technologies will continue to provide enormous advantages to advanced, Western armed forces. For anyone who wants to know just how smart the global war, defence and intelligence machine is, this will be revealing and fascinating reading.

A radically revised new edition of this highly readable, popular guide aimed at everyone from students to statesmen who want to make sense of the modern economy and grasp how economic theory works in practice. It starts with the basics, and from the underlying theory it moves to the specifics of the world economy, including an analysis of the recent recession. The closing part puts the usefulness and the failings of economics under the spotlight, and looks at the innovative approaches being developed to address these failings.

Strategy-to-performance gaps foster a culture of under-performance. Unrealistic plans create the expectation throughout the organisation that plans simply will not be fulfilled. This book shows how to overcome such failings and implement strategy effectively. Common failings include: Companies rarely track their performance against long-term plans - less than 15% of companies make it a regular practice to go back and compare the business' results with the performance forecast for each business unit in its prior years' strategic results.

The importance of a business's culture to sustainable success. An organisation's culture either gives it a competitive advantage or a competitive disadvantage. It is a crucial factor in determining how successful a business is and how much people want to work for an organisation. That is why managers are putting more and more emphasis on getting their organisation's culture right.

The obituaries that appear in The Economist are remarkable because of the unpredictable selection of people to be written about, the surprising lives they lead - but also for the style in which the obituary is written. The selection for this book ranges far and wide, including Jean Bedel Bokassa and Pope Jean Paul II, Pamela Harriman and Harry Oppenheimer, Akio Morita and J. K. Galbraith, Jean Baudrillard and Syd Barrett, Estee Lauder and Hunter Thomson, Bip (the legendary mime artist Marcel Marceau) and even Alex the African Grey (science's best known parrot).

The late Peter Drucker, a leading management thinker, was content to say simply: "Marketing is looking at the business through the customers' eyes". This new guide clarifies exactly what marketing is and how it works, and it explains the techniques involved. For anyone who wants to understand the marketing mix, the factors involved in pricing policy, the different methods of market research, indeed the whole business of marketing, this guide to the fundamentals will be invaluable.

>An invaluable guide to arrive at better business decisions. We make decisions, and these decisions make us and our organisations. And in theory, decision-making should be easy: a problem is identified, the decision-makers generate solutions, and choose the optimal one - and powerful mathematical tools are available to facilitate the task. Yet if it is all so simple why do organisations, both private and public sector, keep making mistakes - the results of which are borne by shareholders, employees, taxpayers, and ultimately society at large?

Almost every aspect of business - and indeed human life - involves negotiating skills, whether you are striking a deal, organising a team working on a project, seeking a pay rise or a pay-off, or simply settling such important matters as who is going to do the shopping or the household chores.

This witty and intelligent guide looks at the theory and practice of negotiating and provides a wealth of illuminating insights into the skills and psychology of negotiation that can make all the difference to how successful you are.

The 10th edition of the long-established definitive guide to the EU. From its original six members (who formed the European Economic Community in 1957) what became the European Union had grown to 27 members in 2007, with several more candidates for membership standing in the wings.

Although the balance sheet may not even put a value on it, a company's brand or its portfolio of brands is in many cases its most valuable asset, accounting for as much as 70% of a firm's market value in some cases. This book argues that because of this and because of the power of not-for-profit brands like Oxfam, all organisations should make the brand their central organising principle, guiding every action and decision.

The growth that companies can achieve from their operations in home and developed world markets has for many years been modest, with the real opportunities to take a business to a higher level existing in identifying and exploiting emerging market opportunities. The Economist Corporate Network has for many years now been one of the leading authorities advising firms on how to make the most of the opportunities that emerging markets present and avoid the mistakes that so many companies make with disastrous results.

Marketing for Growth is a guide to how the marketing function within a business can and should become its most important driver of growth. Marketers play a crucial role in generating revenue and they can play an equally important role in how revenues translate into profit. Growth is also about becoming a better business by being smarter or more efficient, and growing in a sustainable way. This involves developing and improving products, processes and standard of service.

From back-office accountant to front-line executive, the rapid rise of the chief financial officer is unrivalled by any other corporate role. With access to every facet of the business, CFOs now wield a level of influence matched only by chief executives. This book explains how CFOs earned their privileged position, and what the future may hold for them. It describes their ever-expanding role, and how they are transforming their departments to help them deal with it.