“An enthusiastic, example-rich argument for innovating in a particular way—by deliberately experimenting and taking small exploratory steps in novel directions. Light, bright, and packed with tidy ane
Drawing on the wisdom of more than 200 creative thinkers, the author of True North lays out strategies for harnessing one's creativity for greater success. 35,000 first printing.
Can you lift a glass filled with drink off a table using just a playing card? Or balance 13 dominoes on a single domino? Or drink a beer quicker than your friends every time??The Real Hustle Book of P
Does your outfit need a little extra pizzazz? Then try one of these beautiful, fashion-forward vests! Created by top indie designers—including Nicky Epstein, Deborah Newton, Cathy Carron, Yoko Hatta,
When the panty hose go on, all bets are off between these best guy friends!Practical Keisuke’s incredibly handsome best friend Masayuki has always rubbed him just a little bit the wrong way. May
All organizations must cope with future uncertainties. These uncertainties affect the strategic choices they make. They must commit scarce organizational resources to future outcomes which they have little assurance will come into being. Marcus explores how decision makers in the energy industry made choices in the face of such uncertainties, specifically examining two major uncertainties they confronted in the 2012–18 period - price volatility and climate change. Marcus tells the story of how different companies in the integrated oil and natural gas sector and in the motor vehicle sector responded to these uncertainties. In the face of these challenges, companies in the energy industry hedged their bets by staking out paradoxical or contrasting positions. On the one hand, they focused on capturing as much gain as they could from the world's current dependence on fossil fuels and on the other hand they made preparations for a future in which fossil fuels might not be the world's domina
All organizations must cope with future uncertainties. These uncertainties affect the strategic choices they make. They must commit scarce organizational resources to future outcomes which they have little assurance will come into being. Marcus explores how decision makers in the energy industry made choices in the face of such uncertainties, specifically examining two major uncertainties they confronted in the 2012–18 period - price volatility and climate change. Marcus tells the story of how different companies in the integrated oil and natural gas sector and in the motor vehicle sector responded to these uncertainties. In the face of these challenges, companies in the energy industry hedged their bets by staking out paradoxical or contrasting positions. On the one hand, they focused on capturing as much gain as they could from the world's current dependence on fossil fuels and on the other hand they made preparations for a future in which fossil fuels might not be the world's domina
"Good afternoon, Mister Giant, Sir. I have come to make a bet with you." Can a very little girl beat a very large giant in feats of strength? That's what clever Beatrice bets on when she marches thro
