编辑推荐
★ 前彭博社驻上海记者，因《废物星球》而广受赞誉的作家亚当•明特又一力作
★ 《书单》《出版人周刊》《自然》《科学》《图书馆杂志》等多家媒体重磅推荐
★ 作者历时4年，横跨五洲四洋，用职业记者的敏锐视角，通过生动的故事、触目惊心的数据全方位讲述全球旧货市场现状
★ 当你把不要的东西放在二手商店，它们会去哪儿？当你离开这个世界，你留下的东西会经历什么？我们为什么要持续不断地买买买？如何构建一个没有冗余的未来？深刻拷问现代消费型社会主导下人的购买欲望
★ 囤积狂、二手物品爱好者、环保主义者必读
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当你把一盒不要的东西扔在当地的旧货店时，这些东西的去向如何？
本书作者亚当·明特横跨五洲四洋，对全球知名回收公司与旧货市场进行了田野考察式的跟踪采访，探寻二手商品的前世今生，为读者描绘了一幅二手世界的宏观图景。
跟随作者的足迹，我们将认识形形色色的二手回收机构、个体与理念，从美国古德维尔旧货店到非洲加纳的阿博布罗西，从日本整理大师近藤麻理惠的“怦然心动”整理法到BOOKOFF的“让旧书在书架上重获新生”的服务理念，从马来西亚阿马广场上的跳蚤市场摊贩再到星牌抹布厂的威尔森，涉及形形色色的二手贸易从业者和令人感慨抑或震撼的精彩故事。
我们还会发现那些被我们捐给慈善机构或者卖去二手店的东西，很可能穿越整个国家，甚至半个地球，来到地球的另一端，来到渴望这些东西的地方和人们的手中。即使在这个重视崭新、闪亮的物品的时代，二手物品依然占有一席之地，它为我们带来娱乐，帮助我们创造财富，满足我们的需求，并且改变着我们的生活和工作的方式。

The definitive inside story of WeWork, its audacious founder, and what its epic unraveling says about a financial system drunk on the elixir of Silicon Valley innovation—from the Wall Street Journal correspondents (recently featured in the WeWork Hulu documentary) whose scoop-filled reporting hastened the company’s downfall.
WeWork would be worth $10 trillion, more than any other company in the world. It wasn’t just an office space provider. It was a tech company—an AI startup, even. Its WeGrow schools and WeLive residences would revolutionize education and housing. One day, mused founder Adam Neumann, a Middle East peace accord would be signed in a WeWork. The company might help colonize Mars. And Neumann would become the world’s first trillionaire.
This was the vision of Neumann and his primary cheerleader, SoftBank’s Masayoshi Son. In hindsight, their ambition for the company, whose primary business was subletting desks in slickly designed offices, seems like madness. Why did so many intelligent people—from venture capitalists to Wall Street elite—fall for the hype? And how did WeWork go so wrong?
In little more than a decade, Neumann transformed himself from a struggling baby clothes salesman into the charismatic, hard-partying CEO of a company worth $47 billion—on paper. With his long hair and feel-good mantras, the six-foot-five Israeli transplant looked the part of a messianic truth teller. Investors swooned, and billions poured in.
Neumann dined with the CEOs of JPMorgan and Goldman Sachs, entertaining a parade of power brokers desperate to get a slice of what he was selling: the country’s most valuable startup, a once-in-a-lifetime opportunity and a generation-defining moment.
Soon, however, WeWork was burning through cash faster than Neumann could bring it in. From his private jet, sometimes clouded with marijuana smoke, he scoured the globe for more capital. Then, as WeWork readied a Hail Mary IPO, it all fell apart. Nearly $40 billion of value vaporized in one of corporate America’s most spectacular meltdowns.
Peppered with eye-popping, never-before-reported details, The Cult of We is the gripping story of careless and often absurd people—and the financial system they have made.

Nothing is more inspiring than a big vision that becomes a triumphant, new reality. Think of how the Empire State Building went from a sketch to the jewel of New York’s skyline in twenty-one months, or how Apple’s iPod went from a project with a single employee to a product launch in eleven months.
These are wonderful stories. But most of the time big visions turn into nightmares. Remember Boston’s “Big Dig”? Almost every sizeable city in the world has such a fiasco in its backyard. In fact, no less than 92% of megaprojects come in over budget or over schedule, or both. The cost of California’s high-speed rail project soared from $33 billion to $100 billon—and won’t even go where promised. More modest endeavors, whether launching a small business, organizing a conference, or just finishing a work project on time, also commonly fail. Why?
Understanding what distinguishes the triumphs from the failures has been the life’s work of Oxford professor Bent Flyvbjerg, dubbed “the world’s leading megaproject expert.” In How Big Things Get Done, he identifies the errors in judgment and decision-making that lead projects, both big and small, to fail, and the research-based principles that will make you succeed with yours. For example:
• Understand your odds. If you don’t know them, you won’t win.
• Plan slow, act fast. Getting to the action quick feels right. But it’s wrong.
• Think right to left. Start with your goal, then identify the steps to get there.
• Find your Lego. Big is best built from small.
• Be a team maker. You won’t succeed without an “us.”
• Master the unknown unknowns. Most think they can’t, so they fail. Flyvbjerg shows how you can.
• Know that your biggest risk is you.
Full of vivid examples ranging from the building of the Sydney Opera House, to the making of the latest Pixar blockbusters, to a home renovation in Brooklyn gone awry, How Big Things Get Done reveals how to get any ambitious project done—on time and on budget.

A look deep inside the new Silicon Valley, from the New York Times bestselling author of The Everything Store
Ten years ago, the idea of getting into a stranger's car, or a walking into a stranger's home, would have seemed bizarre and dangerous, but today it's as common as ordering a book online. Uber and Airbnb have ushered in a new era: redefining neighborhoods, challenging the way governments regulate business, and changing the way we travel.
In the spirit of iconic Silicon Valley renegades like Steve Jobs and Bill Gates, another generation of entrepreneurs is using technology to upend convention and disrupt entire industries. These are the upstarts, idiosyncratic founders with limitless drive and an abundance of self-confidence. Led by such visionaries as Travis Kalanick of Uber and Brian Chesky of Airbnb, they are rewriting the rules of business and often sidestepping serious ethical and legal obstacles in the process.
The Upstarts is the definitive story of two new titans of business and a dawning age of tenacity, conflict and wealth. In Brad Stone's riveting account of the most radical companies of the new Silicon Valley, we discover how it all happened and what it took to change the world.

Tony Fadell led the teams that created the iPod, iPhone and Nest Learning Thermostat and learned enough in 30+ years in Silicon Valley about leadership, design, startups, Apple, Google, decision-making, mentorship, devastating failure and unbelievable success to fill an encyclopedia.
So that’s what this book is. An advice encyclopedia. A mentor in a box.
Written for anyone who wants to grow at work—from young grads navigating their first jobs to CEOs deciding whether to sell their company—Build is full of personal stories, practical advice and fascinating insights into some of the most impactful products and people of the 20th century.
Each quick 5-20 page entry builds on the previous one, charting Tony’s personal journey from a product designer to a leader, from a startup founder to an executive to a mentor. Tony uses examples that are instantly captivating, like the process of building the very first iPod and iPhone. Every chapter is designed to help readers with a problem they’re facing right now—how to get funding for their startup, whether to quit their job or not, or just how to deal with the jerk in the next cubicle.
Tony forged his path to success alongside mentors like Steve Jobs and Bill Campbell, icons of Silicon Valley who succeeded time and time again. But Tony doesn’t follow the Silicon Valley credo that you have to reinvent everything from scratch to make something great. His advice is unorthodox because it’s old school. Because Tony’s learned that human nature doesn’t change. You don’t have to reinvent how you lead and manage—just what you make.
And Tony’s ready to help everyone make things worth making.

网飞，一家市值超2000亿美元，全球付费订阅用户超1.9亿，业务版图遍布近200个国家和地区的商业巨头。
作为创始人兼 CEO，里德·哈斯廷斯引领网飞实现了成功转型和强势增长，并坦言这得益于一套违反直觉的管理原则：
在网飞，你不需要取悦你的老板，只要给出坦诚的反馈；你不需要层层审批，就可以决定出差标准；你不需要用加班证明自己，只要充分展示自己的才能就能得到丰厚报酬。
里德·哈斯廷斯认为，如果你给员工更多的自由，而不是制定规则来阻止他们发挥自己的判断，他们会做出更好的决定，也更有责任感。
本书是里德·哈斯廷斯的作品，联合欧洲工商管理学院教授艾琳·迈耶，开创性地利用内外部交叉视角，揭示了人才重于流程、创新高于效率、自由多于管控的文化内核，让你能从网飞的实践经验中获得高价值的思维启发。

在这本书中，作者提出了一个看似简单的问题：什么是或者应该是，经验在管理中，尤其是在组织中进行管理应该扮演的角色？民间智慧对于经验的观点似乎分为两派，一方面，经验被人们视为最好的老师。另一方面，经验又被称其为傻瓜老师，对于那些不能管理或者不愿意管理的人来说，这是他们快速取得知识得最有效的途径。这种分歧也就表明了对于从经验中管理是长期以来管理学家们孜孜不倦，一直在思考的重要议题。本书涵盖了组织中(包括具体的个人)凭借经验来解决他们意料之外的问题，并由此进行生存，改进和发展。
业内推荐：
“读詹姆斯•马奇的作品，就像在与一个坚持不懈地指出我们平常意识不到的重要事情的人对话。”
——安•米纳(ANNE MINER)，《管理科学季刊(Administrative Science Quarterly)》
“马奇之于组织理论们，就像迈尔斯•戴维斯(Miles Davis)之于爵士乐……与同时代人不一样的是，马奇的影响力并不局限于哪一门社会科学，而是遍及各门社会科学。”
——约翰•帕吉特(JOHN PADGETT)，《当代社会学(Contemporary Sociology)》
“对于那些重视辩证分析及其提供的有关组织行动的知识的人来说，读马奇的作品，感觉就像看知名导演黑泽明(Kurosawa)执导的电影一样——马奇的作品让我们体会深刻、回味无穷、看了还想看。”
——祖尔•沙皮拉(ZUR SHAPIRA)，《组织行动理论的探索：抛砖引玉之评(Explorations in Theories of Organizational Actions: An Introductory Essay)》

The full inside story of the breathtaking rise and shocking collapse of Theranos, the multibillion-dollar biotech startup, by the prize-winning journalist who first broke the story and pursued it to the end, despite pressure from its charismatic CEO and threats by her lawyers.
In 2014, Theranos founder and CEO Elizabeth Holmes was widely seen as the female Steve Jobs: a brilliant Stanford dropout whose startup "unicorn" promised to revolutionize the medical industry with a machine that would make blood testing significantly faster and easier. Backed by investors such as Larry Ellison and Tim Draper, Theranos sold shares in a fundraising round that valued the company at more than $9 billion, putting Holmes's worth at an estimated $4.7 billion. There was just one problem: The technology didn't work.
A riveting story of the biggest corporate fraud since Enron, a tale of ambition and hubris set amid the bold promises of Silicon Valley.

《谁动了我的奶酪？》是个简单的寓言故事，内容充满了人生中有关变化寓意深长的真理。这是个有趣且能启蒙智慧的故事，内容是在描绘四个住在“迷宫”里的人物，他们竭尽所能地在寻找能滋养他们身心、使他们快乐的“奶酪”的过程。
这四个小人物中，有两只是名叫“嗅嗅”和“匆匆”的老鼠；其他两位则是身体大小和老鼠差不多的小人，名叫“唧唧”和“哼哼”，而且这两个小人的外型与行为和现今的人类差不多。
这里所谓的“奶酪”是一种比喻，它可以被当成我们生命中最想得到的东西。它可能是一份工作、人际关系、金钱、财产、健康、心灵的宁静。
书中所谓的“迷宫”，代表的是一个你花费时间与精力追寻你所欲求的东西的地方，它可以是你所服务的机构或你所居住的社区。
在故事里，这些人物面临突如其来的变化。最后，他们之中有一个成功地对这些变化做出适当的应变，并在迷宫的墙上写下他改变自己的心路历程及从中所得到的经验。
当你看到那些墙上的标语时，你就能自己找出处理变化的方法，了解了这些方法，你就不会感到太多压力，并且能够在生活中或工作中得到更多的成就感（不管你怎么定义这些成就感和压力）。

本书是“美捷步”（Zappos）首席执行官谢家华创造奇迹的心路历程与商业哲学的精华萃取，分享了他在商场与生活中得到的宝贵经验与教训。从儿时创办蚯蚓养殖场到大学经营比萨生意，从“链接交换”公司到“美捷步”品牌，本书将谢家华的个人传记与其公司传奇的商业史完美结合，不仅打造了一套利润、激情和目标渐次递进的独特商业模式，更揭示了成功路上起决定作用的真正秘密：奉上幸福。

《肯德基:中国式进化》肯德基是具有高关注度的公司，在中国几乎家喻户晓。一家大家都很熟悉的企业，一家与日常生活息息相关的企业。
全视角的记录，全方位的阐述，第一本最全面介绍中国肯德基历史 和经营、管理的书。最熟悉的事物背后的故事你我知道多少？
为什么在餐饮文化大国中国肯德基能够狂飙突进.在除西藏以外中国所有的地区开出2400多家餐厅，稳稳占据中国快餐连锁业龙头地位？
为什么它比麦当劳早3年进入中国.却让这一全球快餐连锁霸主苦苦追赶近20年仍只能望其项背？
从中中国餐饮连锁企业能够学习些什么？跨国企业能够体悟些什么？失败绝非偶然，成功亦或有道。经营企业如履薄冰，任何一个环节的疏忽都将导致不可逆转的灾难。本书作者在持续8年对肯德基的观察报道、研究的基础上，叙述了肯德基自1987年进八中国后22年的发展历程从团队供应链拓展战略产品服务危机处理企业文化等各个角度剖析了肯德基在中国成功的深层次原因，记录了肯德基中国进化的全轨迹，揭示了跨国企业在中国发展不可逆转的趋势——本土化。这既是一部企业发展史也是一套企业成功经营管理的操作准则。