Bondholder Kenneth Dart, after staying quiet, says he wants full payment—just like Paul Singer
Does SodaStream's turn toward branding itself as a sparkling water vendor—and its dismal financial performance—suggest that it's seeking a different future?
A federal judge in New York refuses to exterminate an asbestos union's inflatable rat, saying "Scabby the Rat" is covered by the First Amendment
In October, more than two customers joined T-Mobile from a competitor for every customer that left it
Dominique Strauss-Kahn acquired a 20 percent stake in a Luxembourg finance firm last year, but quit his chairmanship on Oct. 20. His ex-partner Thierry Leyne died on Oct. 23
Ministry of Supply’s Aviator jacket combines the structure of a tailored garment with the functionality of a windbreaker
Marvel isn't keeping quiet about its movie plans now that DC has publicized its long slate of superhero vehicles
New government rules could block 500 colleges from federal aid money and put hundreds more in danger of losing it
This year's must-have Silicon Valley office accessory: a $199 bear costume
By Jeanne Liedtka, Robert Rosen, and Robert Wiltbank
Crown Business; 272 pages; $27.50
This book was written not for those in the C-suite, but for middle managers who have to carry out the often-thankless work of running a business. Acknowledging the tension between innovation (important but uncertain) and stability (important but ultimately stifling), the authors persuasively describe the need for businesses to nurture internal catalysts—folks who can overcome internal gridlock to promote sustainable growth. With smart tips, solid advice, and useful examples, this book feels particularly timely, given the sorry state of the economy.
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