- Pillars of The Earth by Ken Follett
- A Clockwork Orange by Anthony Burgess
- The Book Thief by Markus Zusak
Special mentions (4.5 stars):
A disorder in which strongly-felt ethical and altruistic impulses are perpetually warring with extreme sexual longings, often of a perverse nature.
"Wes, he needs to learn what is acceptable and what is not!" My father agreed, but with a gentle laugh, reminded her that cursing at a young boy wasn't the most effective way of making a point.
I've climbed Mount Kilimanjaro and felt how quickly the dense Kenyan heat at the base of the mountain transforms into the chill of its snowcapped peak, where deep breaths are hard to find. I've worshiped with thousands of other Christians in the Yoido Full Gospel Church, the world's largest Christian congregation, in Seoul, Korea. And I've...
Once you get accepted by HBS, you want to clear out your bank account so that you get more financial aid.
I'm sorry, I'm not getting this. You buy a BMW to get financial aid?
When you list your assets in the financial aid application, you don't have to mention your car, but you do have to list any savings or property. So you buy a car for twenty thousand dollars, maybe you get an extra twenty thousand dollars in financial aid, so basically HBS buys you a BMW. If you hadn't bought the car, you'd have to pay the twenty thousand dollars out of your savings.
...
This is unbelieveable. How many people do this?
Everyone coming from Wall Street knows about this. And the consulting firms. It doesn't always work. But lots of people try it.
New MBAs joining a top private equity firm such as Blackstone, KKR, Texas Pacific Group, or Bain Capital, could expect to earn $400,000 in their first year. First-year investment bankers, by contrast, could expect maybe half of that, provided everything went well. To exacerbate the bankers' inferiority, they knew they would probably have to spend most of their time raising money and pitching ideas for their friends in private equity...You could earn $200,000 a year straight out of school, and your peers would still think you had failed.
To implement jidoka, Toyota had to eliminate any sense of stigma for an employee who halted the production process. Above each station along the production line, the company installed a pull, an andon, which the worker was encouraged to pull whenever he spotted a problem...After diagnosing the problem, the [team] leader would then lead his team in the Five Whys, a means of getting to the root of any problem. If you just asked why, you would get the immediate cause of a problem. If you asked it four more times, you would get to the bottom of the problem. The company encouraged workers never to assume any process was set in stone and to seek constant improvement...Toyota was such a success because it considered nothing too small. The company was constantly seeking to improve even the minutest details of its operation, and every employee was involved.