In 2014, Theranos founder and CEO Elizabeth Holmes was widely seen as the next Steve Jobs: a brilliant Stanford dropout whose startup “unicorn” promised to revolutionize the medical industry with its breakthrough device, which performed the whole range of laboratory tests from a single drop of blood. 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 $4.5 billion.

Joe Coulombe founded what would become Trader Joe’s in the late 1960s and helped shape it into the beloved, quirky food chain it is today. Realizing early on that he could not compete and win by playing the same game his bigger competitors were playing, he decided to build a store for educated people of somewhat modest means. In this way, Joe laid down a blueprint for other business owners to follow to build their own unique shopping experience that customers love, and a work environment that employees love being a part of.

When Michael Lewis first met him, Sam Bankman-Fried was the world’s youngest billionaire and crypto’s Gatsby. CEOs, celebrities, and leaders of small countries all vied for his time and cash after he catapulted, practically overnight, onto the Forbes billionaire list. Who was this rumpled guy in cargo shorts and limp white socks, whose eyes twitched across Zoom meetings as he played video games on the side?

The crisis of the progressive movement is so evident that nothing less than a fundamental rethinking of its basic assumptions is required. Today's progressives now work for professional organizations more comfortable with the inside game in Washington, DC (and capitols throughout the West), where they are outmatched and outspent by corporate interests. In No Shortcuts, Jane McAlevey argues that progressives can win, but lack the organized power to enact significant change, to outlast their bosses in labor fights, and to hold elected leaders accountable.

In this multifaceted portrait, acclaimed Lincoln biographer Stephen B. Oates, “the most popular historical interpreter of Lincoln” (Gabor S. Boritt, New York Times Book Review), exposes the human side of the great and tragic president - including his depression, his difficulties with love, and his troubled and troubling attitudes about slavery - while also confronting the many legends that have arisen around “Honest Abe”. Oates throughout raises timely questions about what the Lincoln mythos reveals about the American people.

Amazon.com started off delivering books through the mail. But its visionary founder, Jeff Bezos, wasn't content with being a bookseller. He wanted Amazon to become the everything store, offering limitless selection and seductive convenience at disruptively low prices. To do so, he developed a corporate culture of relentless ambition and secrecy that's never been cracked. Until now.

Meet a genuine American folk hero cut from the homespun cloth of America's heartland: Sam Walton, who parlayed a single dime store in a hardscrabble cotton town into Wal-Mart, the largest retailer in the world. The undisputed merchant king of the late 20th century, Sam never lost the common touch. Here, finally, inimitable words. Genuinely modest, but always sure of his ambitions and achievements. Sam shares his thinking in a candid, straight-from-the-shoulder style. In a story rich with anecdotes and the "rules of the road" of both Main Street and Wall Street, Sam Walton chronicles the inspiration, heart, and optimism that propelled him to lasso the American Dream.

In just a decade and a half, Jack Ma, a man from modest beginnings who started out as an English teacher, founded Alibaba and built it into one of the world's largest companies, an e-commerce empire on which hundreds of millions of Chinese consumers depend. Alibaba's $25 billion IPO in 2014 was the largest global IPO ever. A Rockefeller of his age who is courted by CEOs and presidents around the world, Jack is an icon for China's booming private sector.

It's an axiom of business that great companies grow their revenues and profits year after year. Yet quietly, under the radar, a small number of companies have rejected the pressure of endless growth to focus on more satisfying business goals. Goals like being great at what they do, creating a great place to work, providing great customer service, making great contributions to their communities, and finding great ways to lead their lives. In Small Giants, veteran journalist Bo Burlingham takes us deep inside 14 such remarkable companies.

In 2008, Howard Schultz, the president and chairman of Starbucks, made the unprecedented decision to return as CEO, eight years after he stepped down from daily oversight of the company to become chairman. Concerned that Starbucks had lost its way, Schultz was determined to help it return to its core values and restore not only its financial health, but also its soul.

Jack Welch lifted GE from a conglomerate with a market value of about $12 billion to one of the world's largest and most widely-admired companies, with a market value of more than $500 billion. In Jack, the author reveals the strategies and philosophies that put him at the top.

The early years of venture capital were a far cry from today’s very public dealings. Alan Patricof, one of the pioneers of the venture arena, offers a behind-the-scenes look at the past 50 years of the industry. From buying stock in Apple when its market valuation was only $60 million to founding New York Magazine to investing in AOL, Audible, and more recently, Axios, his discerning approach to finding companies is almost peerless.

Best-selling author Jason Jennings believes that urgency and speed are keys to the growth of any business. Leaders need to adapt and ignite their workplace cultures to prevent everyone from falling behind. Jennings draws on years of research and 11,000+ in-depth interviews with executives, business owners, and CEOs across the country to uncover how successful leaders build cultures that support constant innovation and growth.

In Winners Dream, Bill McDermott - the co-CEO of the world’s largest business software company, SAP - chronicles how relentless optimism, hard work, and disciplined execution embolden people and equip organizations to achieve audacious goals. Growing up in working-class Long Island, a sixteen-year-old Bill traded three hourly wage jobs to buy a small deli, which he ran by instinctively applying ideas that would be the seeds for his future success.

Tradition says there are three ways to grow a company's revenue: fire up the sales team with empty promises, cut costs and downsize, or cook the books. But what if there's a better way, a way that nine amazingly profitable and well-run companies are already embracing.