100 books like Affluence and Influence

In addition to its excellent coverage of the economics of this transformation, its historical account of the shift in class partnerships makes a unique contribution to our understanding of the period. In the Golden Age of the previous period Big Business maintained a fraught alliance with its unions willing to pay growing wages closely aligned with labor productivity growth with the grudging acceptance of higher taxes and regulations of the Keynesian era leaving small business to fend for itself. Once Japan and Germany reindustrialized creating a more competitive economic landscape Kotz describes the full-blown class warfare identified by Buffet as Big Business realigned with small business to fight for cuts to its wages, taxes, regulatory costs and unions, and progressive politics.

I found this book so helpful in explaining why it wasn’t “the economy stupid” but values that moved voters. His work was helpful in illuminating my own extensive work on how values move voters.

Frank is especially good at describing the role of the evangelical movement in putting cultural issues, including abortion, front and center in our politics. I found that he was onto something important and that has helped my understanding of today’s politics. A very readable, down-to-earth book.

Hacker explores the connection between America’s present yawning inequality and the deliberate decisions made by key political figures throughout the last 50 years. While off-shoring and technological innovation have contributed to the ever poorer job prospects and conditions for the poor and working-class, he argues that our government is just as much to blame. We could have taken action to protect these constituencies but rather defended the interests of corporate America and the radical rich (his term for wealth conservative donors such as the Koch Brothers). The book is very well-researched and easily digestible.

This book adds the international dimension to the Neoliberal story. Gindin and Panitch argue that the U.S. national state and “American MNCs” found key allies abroad among many dominant groups, as various state elites and dominant class fractions worldwide stood to gain through neoliberal reforms. The authors argue that supranational organizations developed largely along U.S. strategic lines. They explain for example how U.S. representatives hold inordinate influence through supranational forums such as the Bank for International Settlements, the World Trade Organization, and the International Monetary Fund. Furthermore, legal reforms (with U.S. support) have been made in many countries to limit the influence that voters have on economic policy with, for example, the de-politicization of trade policy. This is the story we tell for the U.S. writ large.

This book is a beautiful, non-mathematical introduction to Game Theory for everyone, even high school students interested in strategy, its basic modeling, and how to solve games.

It has applications to everyday life, including examples from real business and political science, making it accessible to all sorts of readers. Its verbal description of some solution concepts and mathematical results is, however, too lengthy at times, especially for non-English speakers and students with a good math background, potentially leading to unnecessary confusion.

Roger Martin is a mentor. I learned how to think strategically from him, first-hand. In fact, I hated strategy until I met Roger. He is one of the brightest thinkers on the planet. I use his frameworks daily in my work. His concept of integrative thinking, taught while he was dean of the University of Toronto’s progressive Rotman School, is all about the ability to hold two opposing ideas in your head at once. This is the stuff of breakthrough. The challenge is to avoid either/or thinking when considering two different ideas and synthesize them into an altogether new concept that improves on both. It’s like alchemy for the mind.

This insightful book on evidence-based management is rich with great references. It is filled with provoking examples of things we heard or learned, which were debunked, making you think twice about them (Twyman’s law).

Do financial incentives work? They can, but in limited scenarios where individuals could be measured and minimum quality levels kept high; they may, however, backfire and undermine teamwork and attract the wrong people. When hiring, can the best talent be identified? Even in sports, some of the best players aren’t identified early in their careers. 

Rembrandt is considered a great painter; Mozart, one of the greatest composers, but they were largely unrecognized and unrewarded during their lifetimes.  Does supervisor feedback help? In some scenarios, only the supervisors think so.

The Success Equation is my favorite investment book.

In it, Mauboussin tackles a significant question in investing: to what extent can investment results be attributed to skill versus luck? Mauboussin introduces the skill-luck continuum to explain this, with competitions like chess and running races being at the skill end and games like roulette and slot machines being at the luck end.

Sports such as football and basketball are closer to the skill side, while investing is closer to the luck side. Using this model, Mauboussin provides useful tools for evaluating investment opportunities while considering skill and luck. 

The internet delivers us a tsunami of information. Approximately 328.77 million terabytes of data are created each day – 60 times more than in 2010 and estimated to grow at 20% per year.

How can we make sense of this? What is valuable and what is not? What is real, what is fake?

Mardsbjerg argues that our fixation with data makes us lose touch with reality and that we need to be making sense of the world through deep, nuanced engagement with culture, language, and history.

Working in social media marketing and studying the behavior sciences taught me how influence people are on other people.

However, Situations Matter, on the other hand, taught me how influential the environment—both literally and figuratively—is on our behavioral.

As Sommers argues, just as the museum visitor pays little heed to the influence that the frame has on the painting we view, we pay little heed to the context of the environment and its sway on our behavior.

I found that to be so powerful as a reframe of my scholarly work and a broadening of my marketing practice.