The most powerful weapon in business today is the alliance between the mathematical smarts of machines and the imaginative human intellect of great leaders. Together they make the mathematical corporation, the business model of the future. While smart machines are weapon number one for organizations, leaders are still the drivers of breakthroughs. Only they can ask crucial questions to capitalize on business opportunities newly discovered in oceans of data. This dynamic combination will make possible the fulfillment of missions that once seemed out of reach, even impossible to attain.

Cyber Wars gives you the dramatic inside stories of some of the world's biggest cyber attacks. These are the game-changing hacks that make organisations around the world tremble and leaders stop and consider just how safe they really are. Charles Arthur provides a gripping account of why each hack happened, what techniques were used, what the consequences were and how they could have been prevented. Cyber attacks are some of the most frightening threats currently facing business leaders, and this book provides a deep insight into understanding how they work.

In industry after industry, data, analytics, and AI-driven processes are transforming the nature of work. While we often still treat AI as the domain of a specific skill, business function, or sector, we have entered a new era in which AI is challenging the very concept of the firm. AI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value.  

If you've ever used ZipCar, Amazon Prime, Spotify, NetFlix, Groupon, Weight Watchers, SurveyMonkey, United Mileage Plus, Pinterest, or Twitter, you are part of The Membership Economy, an increasingly popular model that author Robbie Kellman Baxter sees as the inevitable result of technological advancements, social trends, and a generation in transition. The Membership Economy argues that we are now moving away from ownership, but we still want the benefits that come with access.

Digital Wars starts in 1998, when the Internet and computing business was about to be upended - by an antitrust case, a tiny start-up and a former giant rebuilding it. Charles Arthur here examines the differing strategies of the three best-known tech companies in their battle to win control of the exploding network connecting the world. Microsoft was a giant - soon to become the highest-valued company in the world - while Apple was a minnow and Google just a start-up. By February 2012, Apple was worth more than both Microsoft and Google combined.

In AI Superpowers, Kai-fu Lee argues powerfully that because of these unprecedented developments in AI, dramatic changes will be happening much sooner than many of us expected. Indeed, as the US-Sino AI competition begins to heat up, Lee urges the US and China to both accept and to embrace the great responsibilities that come with significant technological power.

In Parliament Ltd, investigative journalist Martin Williams reveals the true extent of greed and corruption in Westminster. Containing explosive new revelations about the activities of those at the top, this is a shocking untold tale that goes to the rotten heart of British politics.

Hayek gives the main arguments for the free-market case and presents his manifesto on the "errors of socialism." Hayek argues that socialism has, from its origins, been mistaken on factual, and even on logical, grounds and that its repeated failures in the many different practical applications of socialist ideas that this century has witnessed were the direct outcome of these errors. He labels as the "fatal conceit" the idea that "man is able to shape the world around him according to his wishes."

Every organization has its share of political drama: Personalities clash. Agendas compete. Turf wars erupt. But you need to work productively with your colleagues - even difficult ones - for the good of your organization and your career. How can you do that without compromising your personal values? By acknowledging that power dynamics and unwritten rules exist - and navigating them constructively.

Why is the Atlantic slowly filling with crude petroleum, threatening a millions-of-years-old ecological balance? Why did traders at prominent banks take high-risk gambles with the money entrusted to them by hundreds of thousands of clients around the world, expanding and leveraging their investments to the point that failure led to a global financial crisis that left millions of people jobless and hundreds of cities economically devastated?

Storytelling with Data teaches you the fundamentals of data visualization and how to communicate effectively with data. You'll discover the power of storytelling and the way to make data a pivotal point in your story. The lessons in this illuminative text are grounded in theory but made accessible through numerous real-world examples - ready for immediate application to your next graph or presentation.

From finding a spouse to finding a parking spot, from organizing one's inbox to understanding the workings of human memory, Algorithms to Live By transforms the wisdom of computer science into strategies for human living.

Get smart - learn to convert the promise of Big Data into real-world results. There is so much buzz around big data. We all need to know what it is and how it works. But what will set you apart from the rest is actually knowing how to use big data to get solid, real-world business results - and putting that in place to improve performance. Big Data shows you how to implement the same practices that leading firms have used to access new dimensions of profitability.

In Your Brain Is a Time Machine, brain researcher and best-selling author Dean Buonomano draws on evolutionary biology, physics, and philosophy to present his influential theory of how we tell and perceive time. The human brain, he argues, is a complex system that not only tells time but creates it; it constructs our sense of chronological flow and enables "mental time travel" - simulations of future and past events.

Everyone would benefit from seeing further into the future, whether buying stocks, crafting policy, launching a new product, or simply planning the week's meals. Unfortunately, people tend to be terrible forecasters. As Wharton professor Philip Tetlock showed in a landmark 2005 study, even experts' predictions are only slightly better than chance. However, an important and underreported conclusion of that study was that some experts do have real foresight.