Almost one in four American working adults has a job that pays less than a living wage. Conventional wisdom says that’s how the world has to work. Bad jobs with low wages, minimal benefits, little training, and chaotic schedules are the only way companies can keep costs down and prices low. If companies were to offer better jobs, customers would have to pay more or companies would have to make less. But in The Good Jobs Strategy, Zeynep Ton, a professor at the MIT Sloan School of Management, makes the compelling case that even in low-cost settings, leaving employees behind - with bad jobs - is a choice, not a necessity.

For years, Walmart and Amazon operated in separate spheres—one a massive brick-and-mortar retailer, the other an online giant. But in 2016, Walmart aggressively moved into the world of e-commerce, while Amazon made big bets in physical retail. The resulting rivalry is a bare-knuckle power struggle as each titan tries to outmaneuver the other to become the biggest omnichannel retailer in the world. As the two megacorporations have consolidated power, troubling consequences have also emerged.

Workers want good jobs, and many leaders want to provide them. But they don't think they can offer higher pay and more motivating work without hurting the bottom line. Most business leaders want to win with customers, but their companies are hobbled by a host of service and operational problems largely driven by high employee turnover—turnover that's partly driven by low pay. It is indeed a vicious cycle, and Zeynep Ton is here to show you the way out: why good jobs combined with strong operations lead to higher productivity and increased competitiveness for the business.

In 21st century America, the top 0.1 percent of the wealth distribution have walked away with the big prizes even while the bottom 90 percent have lost ground. What’s left of the American Dream has taken refuge in the 9.9 percent that lies just below the tip of extreme wealth. Collectively, the members of this group control more than half of the wealth in the country - and they are doing whatever it takes to hang on to their piece of the action in an increasingly unjust system.

Two-time New York Times best-selling authors Roger Connors and Tom Smith show how leaders can achieve record-breaking results by quickly and effectively shaping their organizational culture to capitalize on their greatest asset - their people. Change the Culture, Change the Game joins their classic book The Oz Principle and their recent best seller How Did That Happen? to complete the most comprehensive series ever written on workplace accountability.

For decades, college has been the only respectable way to access the world of work, despite paralyzing tuition and a dire lack of practical skills that has left 40 percent of college graduates underemployed, unfulfilled, and struggling to repay student-loan debt. Fortunately, college is not America’s only option. In Apprentice Nation, education and workforce expert Ryan Craig explores how a modern apprenticeship system will allow students and job seekers to jumpstart their careers by learning while they earn.

In 1981, Jack Welch took over General Electric and quickly rose to fame as the first celebrity CEO. He golfed with presidents, mingled with movie stars, and was idolized for growing GE into the most valuable company in the world. But Welch’s achievements didn’t stem from some greater intelligence or business prowess. Rather, they were the result of a sustained effort to push GE’s stock price ever higher, often at the expense of workers, consumers, and innovation.

Deftly solving critical but intractable national and global problems was the leitmotif of George Pratt Shultz's life. While political, social, and cultural dynamics have changed profoundly since Shultz served at the commanding heights of American power in the 1970s and 1980s, his legacy and the lessons of his career have even greater meaning now that the Shultz brand of conservatism has been almost erased in the modern Republican Party.

Life expectancy in the United States has recently fallen for three years in a row - a reversal not seen since 1918 or in any other wealthy nation in modern times. In the past two decades, deaths of despair from suicide, drug overdose, and alcoholism have risen dramatically, and now claim hundreds of thousands of American lives each year - and they're still rising. Case and Deaton, known for first sounding the alarm about deaths of despair, explain the overwhelming surge in these deaths and shed light on the social and economic forces that are making life harder for the working class.

In The Future We Need, Erica Smiley and Sarita Gupta bring a novel perspective to building worker power and what labor organizing could look like in the future, suggesting ways to evolve collective bargaining to match the needs of modern people, not only changing their wages and working conditions, but being able to govern over more aspects of their lives.

Freed Black women organizing for protection in the Reconstruction-era South. Jewish immigrant garment workers braving deadly conditions for a sliver of independence. Asian American fieldworkers rejecting government-sanctioned indentured servitude across the Pacific. Incarcerated workers advocating for basic human rights and fair wages. The queer Black labor leader who helped orchestrate America’s civil rights movement. These are only some of the heroes who propelled American labor’s relentless push for fairness and equal protection under the law.

With the unprecedented rise in remote work due to the pandemic, many businesses have struggled with how to effectively transition to a distributed format. Meanwhile, companies who had always been remote-first had a unique advantage: a highly scalable set of work processes, a unique communication style, and the proper “async mindset” required to succeed without an office.

Market volatility. Sustainability demands. Hybrid working. Opportunities and hazards of fast-changing technology and regulations. Companies and nonprofits face more daunting challenges than ever. How can we collaborate in our organizations—and with outside partners—to solve problems, innovate, and succeed? This indispensable new book lays out a pragmatic action plan blending rich stories, new empirical research, and loads of practical advice to help companies thrive by collaborating more effectively.

In the 1980s, Neil Hornsby was one of very few National Football League fans in England. Never one to do anything casually, he began keeping hand-written score sheets of every game using his own tracking system. Soon he'd enlisted some fellow British super fans in his mission to take football information an extra layer deeper. This was the beginning of Pro Football Focus, an analytics company that now supplies data to all 32 NFL teams and every major broadcasting corporation. In Football Is a Numbers Game, Matthew Coller chronicles this improbable start-up tale with unprecedented access.

This book introduces listeners to ideas, concepts, and a comprehensive framework (LIFTS) that they can use to better position themselves and their organizations to reap the greatest number of benefits that business and digital transformation can afford. It’s a journey rich with promise that explains complex concepts in an understandable common language.