Fans pick 37 books like My Years with General Motors

This book is by the founder of a company that has successfully navigated the stages of growth from a start-up to a sustainably successful organization and become a global champion or recognized leader in its space. Accordingly, the book is from the “horse’s mouth.” Schultz and his coauthor take the reader on the journey of the development of one of the classic entrepreneurial successes of our time. He details the challenges, his thinking, and the responses that were made to create the Starbucks of today. The book provided s the reader with a rare opportunity to participate in the Starbucks journey from a vision to the reality of building a great company. 

I loved this book because we all want to achieve greatness, and it clearly identifies practices, strategies, and habits that can take a good team and make them great. It’s a reminder for me to be disciplined as a person, control myself with disciplined thoughts, and exhibit disciplined actions.

I like how Jim Collins emphasizes strategic focus, disciplined decision-making, and the importance of sustained excellence for long-term success. His "Hedgehog Concept" is a great reminder for me to reflect on what I’m deeply passionate about, what I can be the best at, and what drives my economic engine.

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. 

If this book doesn’t sound like it’s for you, it’s time to reconsider. This well-researched analysis is all about how we’ll buy and sell cars in the future—something that nearly all of us will experience at multiple points “down the road,” so to speak. I’m not a car dealer, but I thoroughly enjoyed learning what drives the industry.

Steve Greenfield knows his stuff: His venture capital firm, Automotive Ventures, invests exclusively in mobility startups.

Greg Shotwell was a longtime worker at General Motors and activist in the United Auto Workers who was notorious among executives in both the company and union for his rank-and-file newsletter, Live Bait and Ammo. This book is a collection of articles from that newsletter, and it’s a bitingly funny and ultimately heartbreaking account of autoworkers’ losing fight to maintain the rights and living standards that had made the union famous. 

Unlike the other books on my list, this book is the story of a defeat, but it is also a portrait of the generation of working-class fighters who kept alive the radical shop-floor traditions that are an essential component of any socialist vision. This is the book that made me want to become a writer. 

I love books that explore the Soviet Bloc through its development of consumer culture. Much as they were in the West, in the East, cars were symbolic of progress and modernity. Unlike the West, production and distribution problems created a car culture focused on access. 

Still, the regimes struggled to control the excesses of consumer impulse more than they did the abuses of authority. This volume is fascinating as it asserts that the Soviet Bloc states were consumer-driven societies, given the same desires and demands as the West, despite their communist ideology.

Cars were political, and acquiring one may demand demonstrations of loyalty to the system. On the other hand, owning a car allowed for a perceived freedom from the regime, socialism, and social norms.

One of the success factors I highlight in my book is leading innovation and change.

Simply maintaining or marginally improving the status quo isn’t enough in most organizations. Many aspiring executives find the requirement to lead innovation intimidating, since by definition it means finding solutions that are different from what they are most familiar with.

Murray illustrates that the vast majority of innovations are not “bolts out of the blue.” Rather, they are often the result of taking a new idea out of one context (for example, a different field or industry) and then building on it.

The implication for me is that the successful executive needs to adopt an external perspective, i.e., looking outside his or her own organization, and find ways to identify new ideas—even if the practical application is not immediately apparent. 

This book is more scientific, but very interesting if you like to dig more into the depth of money illusion backed by its experimental investigation.

The old concept of money illusion is updated and transformed into its modern version, which is built on the principle of strategic complementarity. In this case, even a negligible individual money illusion suffered by only few agents might multiply effects of money illusion at the aggregate level due to a well-known mainstream concept called coordination failure. Modern money illusion might be responsible for substantial effects at the aggregate level.

For me, this book is very appealing, since the non-neutrality of money in the short run is explained in an alternative way, but it does not deny standard rational expectations theory.

In recent decades, as advertising has moved from one-way communication about product benefits to conversations with consumers about brands, someone needed to sum things up. Iezzi and the creatives she interviews do exactly that. As she presents it, “First of all, forget about making an ad… You’re making something to compete with every other piece of content, every other media experience that a person has during her waking hours.” The Idea Writers is an excellent primer on this new landscape. How do we create a brand’s story, one that consumers identify with and help propagate, if not create? How do we manage it, move it forward, spread it across various media, and make it viral? How can it become its own never-ending story?

I generally don’t like reading books by management consultants, being a former one myself, but this book stands out. The authors take a life-cycle view of companies, showing how the early stages, dominated by the mavericks who started the company, eventually give way to bureaucracy, creating a significant distance between the boardroom and its users.

They start the book with a central thesis, which I think is invaluable for any leader: growth creates complexity, and complexity is the silent killer of growth. This is another book I wish I had written.