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- Clever Cryptograms
- Amuse yourself by deciphering meaningful coded quotes.
- Hours of Fun!!!
- Great Cryptos from Great Minds
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Clever Cryptograms
Louise B. Moll
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ASIN: 0806907568 |
Product Description
GENERAL FEATURES: Clever Cryptograms by Sterling Publishing Co. is designed for hours of thinking fun! Get ready to challenge your brain and feed your soul with 300 sayings from 30 of the world's greatest thinkers, writers and philosophers, all encoded to test you cryptographic skills. This book contains 96 pages. Approximately 5 3/8 by 8 1/4 inches.
Customer Reviews:
Clever Cryptograms.......2006-04-09
I just began doing cryptograms again - after about a year-long hiatus - and I have to say that I had forgotten just how fun & frustrating decoding cryptograms could be!
"Clever Cryptograms" is filled with puzzles that, when solved, provide the reader with a quote that is either inspirational &/or thought provoking - food for both the mind & spirit.
Each "chapter" focuses on the quotes of one specific person, including: St. Thomas Aquinas, Pearl Buck, Rene Descartes, Albert Einstein, and many, many, more.
The only reason I gave this book 4 starts instead of 5 is because there are no hints - so, if you get stuck, you have to go the full solution and, at least for me, my eyes wind up wandering and I tend to see a lot more of the solution than I wanted...
Overall, I think this is a fun cryptogram book, filled with much food for thought. So, if you can live without the hints, I'd recommend that you give it a try.
Amuse yourself by deciphering meaningful coded quotes........2004-06-04
This inexpensive, sturdy, entertaining book contains 300 pleasurable, insightful and enlightening, even witty, quotes drawn from 30 of the world's most renowned thinkers, sages and philosophers, forming an eclectic collection that includes Epictetus, Cicero, Descartes, Wilde, Jung, Whitman and Einstein, among others. The quotes are encoded in substitution cipher of varying difficulty, and are guaranteed to keep you busy for hours as you find yourself using your intuition, your knowledge of spelling and syntax, and even your familiarity with each quoted personality to figure them out.
The book also contains an introduction with general hints for solving cryptograms and, of course, the solutions for each puzzle are presented at the back of the book, along with an index of authors and topics for those searching for quotes from one or another individual or subject in particular.
If you love cryptograms, buy this book.
--Reviewed by Maritza Volmar
Hours of Fun!!!.......2003-06-06
I recommend this book to anyone who loves good word fun. This is by far the most enjoyable book of cryptograms to be found on the market, and is very similar in the puzzle style found in Sean-Alonzo's underground hit Cryptogrammaton.
Great Cryptos from Great Minds.......2000-04-24
In this book, Louise Moll has collected 10 quotes each from some of the best minds ever and encrypted them. Accompanied by Jim Sharpe's excellent illustrations of each person before their quotes. People included are: St. Thomas Aquinas, Einstein, Epicurus, Gandhi & Oscar Wilde to name a few. There are 30 in all. The quotes range from sentimental to hilarious. Hours of enjoyment to be had by all who love good cryptograms.
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Winning in business today is not about being number one--it's about who "gets to the future first," write management consultants Gary Hamel and C.K. Prahalad. In Competing for the Future, they urge companies to create their own futures, envision new markets, and reinvent themselves.
Hamel and Prahalad caution that complacent managers who get too comfortable in doing things the way they've always done will see their companies fall behind. For instance, the authors consider the battle between IBM and Apple in the 1970s. Entrenched as the leading mainframe-computer maker, IBM failed to see the potential market for personal computers. That left the door wide open for Apple, which envisioned a computer for every man, woman, and child. The authors write, "At worst, laggards follow the path of greatest familiarity. Challengers, on the other hand, follow the path of greatest opportunity, wherever it leads." They argue that business leaders need to be more than "maintenance engineers," worrying only about budget cutting, streamlining, re-engineering, and other old tactics. Definitely not for dilettantes, Competing for the Future is for managers who are serious getting their companies in front. -- Dan Ring
Book Description
New competitive realities have ruptured industry boundaries, overthrown much of standard management practice, and rendered conventional models of strategy and growth obsolete. In their stead have come the powerful ideas and methodologies of Gary Hamel and C.K. Prahalad, whose much-revered thinking has already engendered a new language of strategy. In this book, they develop a coherent model for how today's executives can identify and accomplish no less than heroic goals in tomorrow's marketplace. Their masterful blueprint addresses how executives can ease the tension between competing today and clearing a path toward leadership in the future. The paperback edition features a new preface by the authors. Also available in hardcover; ISBN 0875844162, $24.95
Download Description
This is an enhanced edition of HBR article 94403, originally published in July 1994. HBR OnPoint articles include the full-text HBR article plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. Is your company a rule maker or a rule follower? Does your company focus on catching up or on getting out in front? Do you spend the bulk of your time as a maintenance engineer preserving the status quo or as an architect designing the future? Difficult questions like these go unanswered not because senior managers are lazy--most are working harder than ever--but because they won't admit that they are less than fully in control of their companies' future. In this adaptation from their upcoming book, Hamel and Prahalad urge senior managers to look toward the future and ponder their ability to shape their companies in the years and decades to come. Creating the future, as Electronic Data Systems has done, for example, requires industry foresight. Since change is inevitable, managers must decide whether it will happen in a crisis atmosphere or in a calm and considered manner. Too often, profound thinking about the future occurs only when present success has been eroded.
Customer Reviews:
good book.......2007-04-09
Like every business book, it has at least 100 pages more than what would have been necessary to get the idea.
Don't Ignore the Lessons in this Book..........2006-02-11
"Gary Hamel is one of the brightest corporate strategist on the planet. And C.K. Prahalad is a brilliant business mind from the University of Michigan. Together, they have produced a profound book that will revitalize many companies. Those firms and organizations that ignore the new strategic architecture will be like `the deer caught in the headlights'... they will be doomed like many of the companies that have already disappeared from the ranks of the Fortune 1000."
-- Ko Hayashi
Managing Director, Chandler Leadership & Development, LLC www.corevaluetraining.com
Don't be a bug on the windshield!.......2005-04-27
"On the road to the future, who will be the windshield, and who will be the bug?" - Gary Hamel
To be competitive in today's world, you must focus not only on the here and now, but also focus on creating the future because "Nothing is more liberating than becoming the author of one's on destiny."
Hamel and Prahalad deeply understand the very core of competition, and provide the reader with an understanding of how to build a great company.
Chapter 1: Getting Off the Treadmill
In addition to paying attention to their position in the current market, companies must focus more on creating the future of the industry and their stake in it.
Chapter 2: How Competition for the Future is Different
Competition for the future is competition to maximize the share of future opportunities.
Chapter 3: Learning to Forget
Unless a company wishes to meet the fate of the dinosaurs, it must stop looking in the rear view mirror.
Chapter 4: Competing for Industry Foresight
Industry foresight allows companies to envision ways of meeting unarticulated needs. Foresight arises from wanting to make a difference in people's lives.
Chapter 5: Crafting Strategic Architecture
"Not only must the future be imagined ... it must be built."
Strategic architecture is a set of plans on how to turn your dream into reality.
Chapter 6: Strategy as Stretch
"It is not cash that fuels the journey to the future, but the emotional and intellectual energy of every employee." Strategy must be built upon the juncture of where the firm is and where it wants to be.
Chapter 7: Strategy as Leverage
The real issue for many struggling managers is not a lack of resources, but too many priorities, too little stretch, and too little creative thinking about how to leverage resources.
Chapter 8: Competing to Shape the Future
Getting to the future first may empower a company to establish the rules by which other companies will have to compete.
Chapter 9: Building Gateways to the Future
Every top management team is competing not only to protect the firm's position within existing markets, but to position the firm to succeed in new markets.
Chapter 10: Embedding the Core Competence Perspective
All too often, opportunity that falls between the cracks of existing market and departmental definitions, gets overlooked.
Chapter 11: Securing the Future
What counts most is not hitting a bulls' eye the first time, but how quickly one can improve one's aim and get another arrow on the way to the target.
Chapter 12: Thinking Differently
"To ultimately 'be' different, a company must first 'think' differently." To share in the future, a company must learn as much about thinking differently as it does about what to do.
Competing for the Future is a lively study in how to transform today's dreams into tomorrow's reality. Don't read this book at your own peril. Competing today, without regard to tomorrow's possibilities will certainly stack the odds in your competitor's favor.
Michael Davis, President - Brencom Strategic Business Consulting
A perennial favorite that still packs a punch.......2004-09-30
This perennial favorite is now ten years old. While some of its specific examples have aged and its basic message around core competencies and numerator growth rather than denominator reduction have passed into common business parlance, it is still a solid read that has much to offer. Every businessperson has to decide what his or her company is going to do, how it is going to do it, and what its future course will be. This is a surprisingly complex task and it is all too easy to make the wrong steps simply because they seem safe, pragmatic, and obvious.
Hamel and Prahalad help clarify how to think about what is at the core of your business and how to build on that while changing and shedding everything that distracts from that. Do not be fooled, however. Simply because the book reads well, and its thoughts are clearly presented, applying them in the real world is shockingly hard.
Some of the specific examples of this or that company doing this or that have aged. Not all the companies that were up in 1994 have continued their success. Nor have all their chosen paths led to continued prosperity. This is to be expected and does not diminish the message.
The key is to think hard about what the authors are saying, gather the things that can help you move forward, and then work to avoid complacency and distractions from what your business is about with every bit of energy you can bring to bear to support your chosen strategy.
An important book to read.......2004-03-05
Few companies that began the 1980s as industry leaders ended the decade with their leadership in tact and undiminished. Many household name companies saw their success eroded or destroyed by tides of technological, demographic and regulatory change and order-of-magnitude productivity gains made by nontraditional competitors. "Do you really have a global strategy", the first HBR article by Hamel and Prahalad, developed the theme that small companies could prevail against larger, richer companies by inventing new ways of doing more with less. Differences in resource effectiveness could not be explained by efficiency, labor or capital, but by amazingly ambitious goals that stretched beyond typical strategic plans, raising the question how such incredible goals could get past the credibility test and be made tangible and real to employees? Frequently the small challengers rewrote the rules of engagement; flexibility and speed were built atop supplier-management advantage, built atop quality advantages. Companies made commitments to particular skill areas a decade in advance of specific end-product markets. How did executives select which capabilities to build for the future? Some managers were foresightful, others imagined and gave birth to entirely new products and services. These managers created new competitive space while laggard companies protected the past rather than creating the future. Existing theory throws little light on what it takes to fundamentally reshape an industry and the gap provoked this book in which the goal is to enlarge the concept of the industry and not just the organization. Being incrementally better is not enough because a company that cannot imagine the future won't be around to enjoy it. This book is about strategy and how to think by drawing on the experience of companies that have overcome resource disadvantages to build positions of global leadership. It is about companies that escaped the curse of success to rebuild industry leadership a second or third time. It has been written for companies that believe that the best way to win is to rewrite the rules; it is for those who are not afraid to challenge orthodoxy, for those who prefer to build rather than cut, for those committed to making a difference and staking out the future first.
We need to ask ourselves eight questions:
- does senior management have a clear and broadly shared understanding of how the industry may be different in ten years time? Is management's view of the future clearly reflected in short-term priorities?
- How influential is my company in setting the new rules of competition within the industry? Is it regularly defining new ways of doing business and setting new standards of customer satisfaction?
- Is senior management fully alert to the dangers posed by new, unconventional rivals? Are potential threats to the current business model widely understood? Do senior executives possess a keen sense of urgency about the need to reinvent the current business model?
- Is my company pursuing growth and new business development with as much passion as it is pursuing operational efficiency and downsizing? Do we have a clear view of where the next revenue growth will come from?
- What percentage of our improvement efforts focuses on creating advantages new to the industry, and what percentage focuses on merely catching up to our competitors? Are competitors as eager to benchmark us, as we are to benchmark them?
- What is driving our improvement and transformation agenda - our own view of future opportunities or the actions of our competitors? Is our transformation agenda mostly offensive or defensive?
- Am I more of a maintenance engineer keeping today's business humming along or an architect imagining tomorrow's businesses? Do I devote more energy to prolonging the past than I do to creating the future?
- What is the balance between hope and anxiety in my company; between confidence in our ability to find and exploit opportunities for growth and new business development and concern about our ability to maintain competitiveness in our traditional businesses; between a sense of opportunity and a sense of vulnerability, both corporate and personal?
These are not rhetorical questions. We are told to get a pencil and rate our company because these questions go unanswered in many cases. Such questions challenge the assumption that top management is in control or even that their knowledge and experience may be irrelevant or wrong-headed for the future. The urgent drives out the important and the future goes largely unexplored; the capacity to act is considered to be more important than the capacity to imagine. A capacity to invent new industries and to reinvent old ones is a prerequisite for getting to the future first and a precondition for staying out in front. Gaining an understanding of how to accomplish this most difficult task is the central mission of this book.
What must we do to ensure that the industry evolves in a way that is maximally advantageous for us? What skills and capabilities must we begin building now if we are to occupy the industry high ground in the future? How should we organize for opportunities that may not fit neatly within the boundaries of current business units and divisions? The answers are to be found in this book. Armed with this information, a company can create a pro-active agenda for organizational transformation and can control its own destiny by controlling the destiny of its own industry. No company can escape the need to reskill its people, reshape its product portfolio, redesign its processes, and redirect its resources. There is not one future but hundreds; there can be as many prizes as runners; imagination is the only limiting factor. In no way does the success of one preordain the failure of another. What distinguishes leaders from laggards, and greatness form mediocrity is the ability to imagine what could be. If your senior management did not do well on the eight questions, then your company may not be around a decade from now. There are few who would not profit from reading this book.
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Past Tense, Future Sense: Competing With Creativity: 80 Years of Design at Philips
Manufacturer: Bis Publishers
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Binding: Hardcover
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ASIN: 9063691165 |
Book Description
Everybody knows that digital technology has revolutionized our economy and our lifestyles. But how many of us really understand the drivers behind the technology - the significance of going digital; the miniaturization of circuit boards; the role of venture capital in financing the revolution; the importance of research and development? How many of us understand what it takes to make money from innovative technologies? Should we worry about manufacturing going offshore? What is the role of India and China in the digital economy? Drawing on a lifetime's experience in the industry, as an engineer, a senior manager and as a partner in a venture capital firm, Henry Kressel offers an expert personalized answer to all these questions. He explains how the technology works, why it matters, how it is financed and what the key lessons are for public policy.
Customer Reviews:
ROADMAP TO INNOVATION.......2007-06-27
Dr. Henry Kressel's "Competing for the Future" is a must-read for anyone responsible on any level for technological innovation. Here, captured in one book, is the innovation roadmap as only Dr. Kressel with his wealth of experience and obvious keen intellect could construct. The book transcends industries as it exposes the illusive innovative process critical to creating not only the next generation, but new generations, of products based on technology leaps.
The innovation process is complex, and in a technology driven organiztion, it must be endemic, shared across all functions. "Competing for the Future" helps us understand that dynamic through powerful examples over the years. As such, it's an inspiring and exhilerating read for cross funtional teams and technology leaders across the entire spectrum of industry. Dr. Kressel started out in electronics and my backround has been in pharmaceutical research, but the principles are the same and that's what makes Dr. Kressel's book such a valuable read.
A fascinating journey through the digital world.......2007-06-24
In Competing for the Future, Dr. Henry Kressel takes us through a fascinating journey, from the invention of a few basic digital technologies to the birth and growth of the digital age.
As a starting point, Dr. kressel introduces us to semiconductor technologies and devices. It takes an exceptional mastery of the field to summarize the physical basis of digital electronics in a few key concepts, and Dr. Kressel, a physicist by training, manages that feat. He goes beyond the technologies themselves and expands on the history of their development; how and why they came about. With this foundation in place, Dr. Kressel takes us to the next leg of the journey, namely how these new electronics enabled the development of new computing, networking and communications systems.
How did these revolutionary technologies turn into new industries? This is the subject of the second half of the book, in which the author discusses the industrialization and globalization of R&D, the development of new manufacturing processes and finally, venture capital financing of product launches and company build-ups.
Competing for the Future exposes the complexity of the overall innovation process. Dr. Kressel writes with the wisdom, insight and experience of someone who not only took part in, but was very successful at, all the steps of that process. His experiences as a physicist, manufacturing manager, leader of an R&D organization and venture capitalist, give him a very clear overall picture and a unique ability to show how all the pieces of the puzzle fit together.
Competing for the Future provides a timely and comprehensive analysis of the innovation process, and of the various forces shaping the digital age.
Innovation: The Way it Really Works.......2007-06-14
"Competing for the Future" is a thought provoking journey through digital electronics starting with the transistor and laser, proceeding through computers, fiber optics and the internet, and ending with a prescription for the future prosperity of the United States that includes technology innovation, risk capital and advanced manufacturing. It is fascinating as Dr. Kressel examines the interactions between the technological innovations themselves, the source of the R&D as it moved from US industrial labs to world-wide start-ups, the funding of the R&D as it evolved in parallel, the tight coupling between R&D and advanced manufacturing, and the role of governments.
Dr. Kressel provides a unique perspective because he is walking this road. He helped create the digital electronics age while he was at RCA Labs with his pioneering work in lasers. After a successful career there, he moved to Warburg Pincus where he funded many of today's successful digital electronics startups. His hands-on experience and lively anecdotes bring the book to life.
This book is "required reading" for anyone who wants to understand the future of hi-tech innovation and what that future might hold for the United States and for the world.
Data Driven Analysis of Disruptive Technologies and Financial Innovation.......2007-05-05
In the interest of full disclosure, I have had the opportunity to work with Dr Henry Kressel on a variety of Warburg Pincus engagements since 1990. I attended MIT from 1964-1972, and learned first hand how many companies were started by MIT alums, such as Bose (by Amar Bose), Analog Devices (by Ray Stata), and DEC (by Ken Olsen), as well as seeing my classmate Bob Metcalfe create the most widely used network technology today, Ethernet (akin to the electrical power outlet), and then 3Com. While at Bell Laboratories, I saw the advent of UNIX, the rise of DARPANet leading to the network of networks or Internet, the advent of local area networks (I represented ATT on Project 802 Local Area Network Standards) which permitted networks of computers to share printers, storage, and network access as if they were a single computer. I was involved with the original funding of Ciena, the first commercially successful optical transmission equipment vendor, with moving Uniphase into telecomms to create JDSUniphase as a vendor of optical components and modules, and Covad, one of the first data only Competitive Local Exchange Carriers. With that as backdrop, I found the book to be full of insights, driven by excellent data analysis: good analysis leads to surprising insights, and I found many of them throughout.
The discussion of financial innovation and the mechanisms to commercialize the technical innovations is in my view without equal and is worth the entire book (and the other sections are outstanding!): the issues are precisely delimited, the creation of lega structures to facilitate commercialization, to align the interests of customers, investors, and companies, indeed the term venture capital was created because no bank would lend money to a business with no customers or revenues yet there was a clear need for such funding and the financial payoffs could be huge. This chapter merits particularly detailed rereading to understand the terse lessons dispensed here.
The sections on manufacturing restructuring, globalization, governmental oversight, and industry structure take us back to one fundamental truth: there are two major businesses, transportation and communication, and the communication business is still undergoing an incredible revolution today and for the next twenty odd years (at which point biotech and materials science advances will be in full flower).
The Digital Revolution.......2007-04-25
Dr Kressel has captured the disruptions in society caused by fundamental shifts in the technology base dating from 1948 with the invention of the transistor and culminating in the recent emergence of IP networks as the dominant technological force behind our data and communications network. The early chapters deal with the history and impact of these important technologies and for those readers with a need to understand these technologies in greater detail, appendices are provided that take those interested into a journey of discovery into the important fundamental technology discontinuities such as Integrated Circuits, their scalability and limits, logic gates, semiconductor memories, semiconductor lasers and LEDs, photodetectors, fiber optics, and LCD displays which are used throughout the networks of today. These early parts of the book also point out the importance of the protocols that are used to transport data as well as the underpinning software methods that are used to build the networks without which engineers would not have been able to build today's Internet. Again, appendices are provided on these topics for the enquiring reader.
The book takes the reader through the early technology shifts that have enabled the knowledge economy and the author has mapped these changes to very basic but nonetheless revolutionary shifts in software, semiconductors, wireless and fiber optics. These dislocations taken together with the emergence of the venture capital industry and the entrepreneurial spirit fostered in the technology centers in Silicon valley and elsewhere, provided the mix for the revolutionary data networks to emerge which would have far reaching societal changes in later years. The book describes this journey and along the way the author draws our attention to the demise of the industrial central laboratories that nurtured the early inventions that gave birth to these technology dislocations and whose gradual disappearance in the 1960s and 1970s released large numbers of very bright scientists and engineers into both government laboratories and most importantly, small business start-ups. These in turn provided the incubators that gave birth to such technology behemoths as DEC, Intel and others.
Dr Kressel then shows us that the improvements in the secondary education system in the United States fuelled these new companies and together with significant venture capital, nurtured a large number of new companies. These companies had the heft to eventually produce the high performance optical systems, computers and servers necessary to populate early distributed data networks. These were born out of US government-sponsored activities to devise resilient data networks that could survive potential threats emerging from the Cold War of the 1970s and 1980s. These networks eventually were to become the Internet, a pervasive network that now has affected us all and which provides us with the infrastructure today to instantly communicate on a global scale and to provide an easily searchable database that enriches both our work and home lives. The author shows how the technology has disrupted many industries and has resulted in the loss of many companies who have not been able to respond to change in a timely fashion. He demonstrates that the Internet has given birth to countless companies that capitalize on the network to provide new services and industries but also points out that it also threatens today's telecommunication companies since the high available bandwidth agnostic to the flow of voice, data and video provides new opportunities for a new breed of service providers to bypass the legacy voice networks.
These technology shifts also bring about the emergence of knowledge and capability in other parts of the world and provide the infrastructure to transfer the manufacture of these key products and in some cases, their design. This in turn could threaten the developed economies by hollowing-out the industrial sector of these developed nations and stimulating the economies of the developing nations, which now can service their own needs. Dr Kressel concludes by pointing out that developed economies must develop internal policies that protect their important leading products and their manufacture while still providing a competitive framework that fosters new products to renew the cycle.
Book Description
With Competing for the Future, managers have seen how they can reshape their industries. Gary Hamel and C.K. Prahalad offer a masterful blueprint for what your company must be doing today if it is to occupy the competitive high ground of tomorrow. By showing that the key to future industry leadership is to develop an independent point of view about tomorrow's opportunities and build capabilities that exploit them, Hamel and Prahalad reveal an entirely new definition of what it means to be strategic-and successful.
Product Description
Concern and disputes over water have shifted from control of quantity to control of its quality, explains Gottlieb, member of the Metropolitan Water Board of Southern California and coauthor of Empires in the Sun , in a revealing study of the private water industry and public agencies that play a crucial role in economics and politics. The author analyzes how policies effect crop selection, production, labor and land values along with abuses created by vast new government-subsidized irrigation systems. While agriculture and growing urban centers competed for water and power resources, the pollution by sewage, pesticides and industrial contaminants of surface and ground water in urban and rural areas that endangers them both gave rise in the 1970s to a powerful environmental movement that opposes Army Engineers Corps projects, over-exploitation of river systems such as the Colorado, and supports clean water laws to regulate water systems taken over by municipalities from private companies. The results of ongoing debates between private profit and public interest groups over the future of water policy, Gottlieb stresses, will largely determine our environmental priorities.
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