Books like The Big Myth — picked by fans

Many people know that American democracy and capitalism have been on a downward spiral for decades. The system is rigged, former Secretary of Labor Robert B. Reich sounds the alarm throughout his excellent book The System: Who Rigged It, How We Fix It. He goes deep into these questions as he supports the provocative thesis that despite acrimonious partisan polarization, the real contest is not between the right and left but between democracy and oligarchy; and that the vast majority of citizens (Republicans, Democrats, and Independents) are getting poorer and wield “near-zero” political power. Oligarchs—JP Morgan CEO Jamie Dimon is their embodiment—have amassed enormous sums of capital and political power, which allows them to further rig the system through campaign contributions, successful lobbying, and even criminal actions for which, if caught, they only pay nominal fines.

High-school history classes usually tell students that empires expanded at least partly because of their proponents’ greed. But who, exactly, was trying to get paid, and how?

Empire, Incorporated tells the story of Britain’s imperial expansion by focusing on the corporations that drove it.

If you’re on the fence about reading this book, flip to the “Index of Companies, Corporations, and Societies” at the back: the sheer number of entries makes it clear that we can’t understand Britain’s empire by focusing on governments alone. Imperial rule was much more complicated than that. 

Politics, nature, society, identity, money, work, energy...Monbiot doesn't only touch a whole lot, I almost always agree with him. This selection of his best essays is like a box full of brain candy and one should treat it accordingly: do not swallow it all in one go. In one of his small-group talking rounds right after a big lecture, I witnessed his never appease-able hunger to bounce ideas off, get to the bottom of things, identify flaws in assumptions that most of us didn't even know we had. Monbiot doesn't allow social or political conventions to get in his way. His goal is clear: unpacking the reality of the world of today, no matter how dark this needs to be. 

This book addresses the highly topical discussion on the potential conflict between profit and purpose, fueled in particular by the 2019 Business Roundtable guidelines. In this sense, it is not a pure profit book but seeks to balance the social and financial goals of a company. Anyone who wants to have a qualified say in the current discussion about profit and purpose should read this book.

Warren Buffet, the famous investor, is also revered as a master communicator. His annual Letters to Berkshire Hathaway Shareholders are models of clear, transparent writing. They are the best showcases I know for the impact of presenting difficult material in “plain English.” Buffet makes financial information accessible and even interesting to the layperson with an unassuming colloquial tone, humor, anecdotes, and language based on the concrete short words of natural speech. He always delivers substance, even acknowledging his own poor decisions.

The enviable result: he generates trust, the critical ingredient of persuasion. I love introducing students to Buffet’s writing and seeing them analyze what works so well. The letters are available online, but this book usefully collects them along with other Buffet writings and commentary.

When AG Lafley became the CEO of P&G he had an idea that the best way to drive innovation was through collaboration. His book goes behind the scenes on how he encouraged P&Gers to look to suppliers and even competitors' help P&G take innovation to a new level. In fact—Lafley set the lofty goal that 50% of all innovations would not come from P&G—but through P&G by working with strategic partnerships. The book has several examples of how the CPG giant is using collaboration to drive innovation.

Reading this book had a profound impact on me–as did the author himself. I had the privilege of meeting Colin Mayer in his wood-paneled office and interviewing him for my own book—an experience that deepened my respect for his thinking. I found myself nodding in agreement as he laid out how far corporations have drifted from their true purpose.

I was struck by his call to move from ownership to stewardship and how closely it aligned with my own belief that purpose must sit at the heart of business. His critique helped sharpen my understanding of corporate governance and reaffirmed my beliefs in the need for a better way forward for business and its relationship with society.

The framework presented in Corporate Lifecycles deals with the same core issue of Stages and Challenges of Organizational Growth as dealt with in my own book, but from a different perspective. The author is a former academic who has developed his own framework of corporate lifecycles and his methodology of organizations working through them. The book presents a different framework of corporate life cycles and emphasizes the managerial styles that are appropriate to reach stage of the corporate lifecycle. The author has seen and worked with a large number of companies that have employed his methods. He presents his perspective and insights for this role as a participant-observer. 

One of the risks that the Compliance Officers oversee is the risk of money laundering; depending on how it is managed, it is possible to minimize reputational risk. This book helped me pinpoint precisely the necessary elements that must be included in a compliance plan to achieve strong corporate responsibility and compliance culture. By having those controls in place, money laundering and even any other white-crime risk are minimized and, incidentally, reputational risk. If you apply this, the company you work for it's going to be protected, and your boss is going to be happy, a win-win for everyone!

Stout’s book was an early salvo in the current debate about shareholder primacy that opened the way for many who have followed in her footsteps. In this carefully argued book, she disputes the argument that corporate boards are required by law to put the shareholder first, pointing out flaws in legal interpretations that have supported a damaging consensus view. In debunking the shareholder value myth, she shows that the obsessive focus on financial returns has led to dangerous short-termism in which corporate leaders pursue quarterly earnings to the disadvantage of investments that would not only improve social outcomes but also lead to better long term performance. She also demonstrates that shareholders hold many values, only one of which might be financial returns. In this regard, she was a vanguard of the accelerating focus of institutional investors on “stewardship” of the environmental and social impacts of their investments.