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'Fit' companies don't get that way by accident: they intentionally pursue a course of action that makes them stronger and more agile over time. The author, a long-time consultant to Toyota and an expert on its lean system, presents nine steps to creating a culture of continuous improvement. In the end, he argues, the biggest benefit of embracing this approach is not just improved processes and better-quality outputs: it is the growth and development of your employees-the ones who will make continuous improvement a reality.

One of the iconic developments of the 21st century is the growth of cities: by 2050, the number of citizens living in urban areas is expected to exceed 75 per cent-up from 53 per cent today. The implications are varied, and the authors look at them through a health lens. They describe five key aspects of urban life that must be carefully considered if people are to thrive in the world's cities. These include 'the primary education of girls' and 'commercial innovation capacity'. They then describe the ISO-approved framework developed by the World Council on City Data, which one of the authors heads up, which ranks the world's cities on a number of key elements of overall population health-including issues around water and sanitation and environmental safety. Going forward, they argue, this framework will allow for comparisons between the world's cities-and targeted responses.

The author describes how forward-looking employers are developing new initiatives that promote employee health and well-being, everything from on-site health screenings to exercise equipment and meditation classes. The results: fewer absences, higher productivity and greater worker retention. After describing the importance of deciding who your program is for and which health issues to address, she provides a six-ingredient recipe for leaders to design and implement a program that suits their organizational culture. In the end, she shows that you don't have to turn all your employees into super-athletes addicted to blueberry smoothies for your investment to pay off: even a small reduction in workforce health risks will enable you to and reap the rewards of a healthier workforce.

When Google famously allowed its engineers to spend 20 per cent of their time pursuing a passion, Chade-Meng Tan decided to spend his time on a cause dear to his heart: creating the conditions for world peace within his lifetime. After much research and consultation with scientists, monks, academics and more, he concluded that the road to peace was paved with compassion-the happiest brain state ever recorded by neurologists. His initiative now had a focus, and soon, his Search Inside Yourself program was being delivered at Google and other forward-thinking organizations. He describes his journey and what he believes lies ahead if we are able to scale compassion.

On issues big and small, people often don't make the best possible decisions for the long term. The authors argue that the root cause of this sub-optimal decision-making is that our behaviour is guided by two types of processes: System 1 thinking and System 2 thinking. Whereas System 1 tends to operate effortlessly and automatically, the operations of System 2 are slower, more effortful and deliberate. System 1 judgments are based on perceptions, intuitions and emotions, while System 2 judgments in-depth logical analysis and reasoning. Not surprisingly, on a day-to-day basis, System 1 guides much of our behaviour. They introduce The Hot-Cold Decision Triangle, a framework that can enable better choices by enabling us to avoid the power of visceral urges.

While they appear to have little in common, time and money are frequently interchangeable. Researchers refer to the amount of time that people spend in an unpleasant mood - when feelings of tension, depression or irritation outweigh feelings of happiness - as the 'U-index'. For instance, people are rarely in an unpleasant mood while exercising, reading or praying; but unpleasant moods are common while working, commuting and doing housework. Sadly, over the past 50 years, the overall U-index has barely budged. The authors show that by re-allocating our time in three key areas - commuting, watching television and spending time with loved ones-we can impact our happiness in a more powerful way than money every can.

For most of human history, people over the age of 65 have not exceeded three or four per cent of any country's population. In today's developed world, they comprise roughly 15 per cent-and by 2050, this could reach 25 per cent. The pace of aging is also projected to accelerate in developing countries: by 2050, the global number of people over 60 will reach two billion - three quarters of whom will be from developing countries. The implications for business are many and varied. The authors describe four industries where the impact will be particularly strong. In the end, they provide a starting point for leaders to contemplate - and perhaps, begin to shape - what lies ahead, and show that this long-term discussion will be interdisciplinary in nature and will cut across business, government, and societal levels.

Every so often, a society leaps forward to a fundamentally 'new equilibrium': the status quo is left behind - even if it had held for centuries. The revolutionary thinkers leading the charge powerful new ways to structure our systems, fundamentally altering how they work. This, write the authors, is the realm of the social entrepreneur. In this article they describe how one such duo of intrepid thinkers and actors went about creating transformative change in Africa. They describe the progress made by Riders for Health to bring healthcare to the furthest regions of rural Africa in a dependable, sustainable manner. In the end, they show that for social entrepreneurs, it is not enough to imagine a way to reduce suffering: their vision is for systemic change. It shifts an existing equilibrium to a new one - one that ensures an optimal new condition for those who had been disadvantaged by the prior state.

One in four adults will suffer from a diagnosable mental disorder that impairs their social, interpersonal or occupational functioning, and as a result, mental illness has become a leading global health concern. It is further estimated that the percentage of the population with an undiagnosed mental disorder is almost equivalent to those with diagnosed disorders, and that many of mental illness also have substance abuse problems. Given that these issues are so prevalent in the working population, managing employees with ongoing or episodic mental health conditions is a job demand that most managers are likely to face. The authors examine what is required to equip managers - and ultimately, organizations - to deal with these complex situations. They provide a four-step model that begins with 'Becoming aware of a mental health issue' and ends with 'Reflecting on the experience'

Stryker CEO Kevin Lobo describes the challenges and opportunities of running one of the world's most successful global medical technology companies. In a wide ranging interview, he explains the thinking behind the different types of acquisitions his company has made; the cultural hiccup that one of those acquisitions led to, and how it was handled; and the importance of focusing on the mid-tier market in emerging markets.

A renowned cardiologist and healthcare leader explains how technology is making diagnosis and treatment faster and more accurate-and why we are in the midst of a 'Gutenberg moment' in healthcare. He also describes the dawn of 'the era of informed consent'; the ongoing power of the 'Angelina [Jolie] effect'; how wireless technology is changing healthcare, and how 'Consumer Genomics' will turn Medicine on its head. In the end, he shows that "The movement towards self-generated data by smart, hyper-connected patients represents a serious challenge to medical paternalism.

In early 2008, IndusInd Bank (A), which had been faring poorly for several years, decided to bring on board a team led by Romesh Sobti, then managing director of ABN Amro Bank in India. The case outlines the challenges faced by the new team in attempting to turn around the bank. Students are invited to think through a turnaround plan for the bank.

Start-ups seem to be getting bigger faster than ever--Uber is just one example of today's "unicorns," or private, venture-backed companies valued at a billion dollars or more. But is that really true, and does rapid growth lead to greater long-term success? Researchers at the Silicon Valley consultancy Play Bigger examined these questions and came up with some intriguing findings. Among them: Today's start-ups are growing about twice as fast as those founded a decade ago (as measured by market capitalization). However, there's no relationship between amount raised prior to IPO and growth in market cap afterwards. Age at IPO does seem to be predictive--companies that go public between the ages of six and 10 years generate 95% of all value created post-IPO. And most value creation comes from "category kings"-- companies, such as Facebook and LinkedIn, that carve out entirely new, winner-take-all niches. Tech start-ups are in a race to define new product categories, and in recent years the pace has quickened. Simply raising more money isn't enough to win the race--and going public too early or too late may limit success. Even for unicorns, the path forward is challenging.

New studies reveal that symbols and sayings that broadcast your morality may shield you from being asked to do something unethical.

Here are three examples of visualizations that can help viewers grasp colossally large or infinitesimally small numbers.

Coley Andrews could never have anticipated when he cofounded Pacific Lake Partners, a search fund investment firm, in 2009, that he would spend as much time managing people as he would the firm's investment strategy. Pacific Lake had grown its portfolio to include 30 operating companies plus 30 active search funds in the six years since its launch, and Andrews interacted regularly with many of the CEOs, either as a board member or as an informal advisor. Though several of Pacific Lake's transactions involved complex financial structures, Andrews had learned that few issues were more difficult than some of the interpersonal challenges that confronted him from time to time. In the first vignette, Andrews learns that a searcher with whom Pacific Lake has made a soft commitment to invest has falsified part of his resume. Andrews and his partner, Jim Southern, decide to withdraw their commitment from the searcher and send a letter out notifying the investor group of the news. Andrews must prepare for how to respond to what will inevitably be an onslaught of calls. In the second vignette, Andrews learns that a fellow board member has withheld knowledge about serious indiscretions committed by the CEO, including sexual harassment and relations with a female employee. Andrews must decide how to best confront his board member with this disturbing news.

Business Liability and Economic Damages is a five-chapter book published by Business Expert Press in 2016 and written by Scott D. Gilbert, associate professor of economics at Southern Illinois University, Carbondale. This book considers potential liability in business and provides insight into estimating the damages associated with liability. The author reviews the roles of insurance, the legal system, and the economist in evaluating liability and compensation for loss. He also provides basic mathematical formulas involved in determining economic loss, illustrating concepts with examples where relevant. Each chapter begins with learning objectives and ends with a short list of exercises to reinforce key concepts. In Chapter 1, Business Liability (17 pages), the author begins by defining the scope of liability possible in the social contract between business and society. He explains that the range of potential liability in a social contract is wide and shows how to analyze potential liability in a six-part model of relationships: customers, employees, owners, the public, government, and others. He explains the role that insurance plays in the social contract and the relationship of insurance to business. He also explores how the legal system provides a framework for liability considerations. He reviews the main types of harm, torts and breach of contract, as well as the system for resolving liability claims, and illustrates simple business liability through an example of unpaid rent.

Business Liability and Economic Damages is a five-chapter book published by Business Expert Press in 2016 and written by Scott D. Gilbert, associate professor of economics at Southern Illinois University, Carbondale. This book considers potential liability in business and provides insight into estimating the damages associated with liability. The author reviews the roles of insurance, the legal system, and the economist in evaluating liability and compensation for loss. He also provides basic mathematical formulas involved in determining economic loss, illustrating concepts with examples where relevant. Each chapter begins with learning objectives and ends with a short list of exercises to reinforce key concepts. Chapter 2, Economic Loss (21 pages), characterizes the kinds of loss possible in business liability. The author defines loss as the prevention or limitation of economic opportunity and lists ten categories of opportunity, including competitive markets, employment and pensions, and intellectual property. He explains the relationship between economic opportunities and the consumption of goods, and the concept of utility of goods, showing how business liability reduces the utility of goods. He demonstrates how to model loss using the economic concepts of utility and consumption, and provides insight to the underlying principles of the mathematical formula. He explores the six properties of markets and how these impact the evaluation of economic loss. He also reviews how economic loss is handled in the legal system.

Business Liability and Economic Damages is a five-chapter book published by Business Expert Press in 2016 and written by Scott D. Gilbert, associate professor of economics at Southern Illinois University, Carbondale. This book considers potential liability in business and provides insight into estimating the damages associated with liability. The author reviews the roles of insurance, the legal system, and the economist in evaluating liability and compensation for loss. He also provides basic mathematical formulas involved in determining economic loss, illustrating concepts with examples where relevant. Each chapter begins with learning objectives and ends with a short list of exercises to reinforce key concepts. In Chapter 3, Compensation for Loss (35 pages), the author considers different perspectives on the transfer of economic opportunity from one party to another. First, he looks at the principles behind how a court awards an appropriate compensation amount. Second, he looks at how markets impact compensation estimates and reviews basic pricing formulas. He explains how to estimate compensation due to the wrongful loss of earnings streams and explains the asset pricing formula. He provides examples of other useful mathematical formulas, including how to treat uncertainty. He also reviews loss related to the option to pursue economic opportunity, both as real options and financial options, and uses examples to illustrate the relevant formulas. The chapter includes an appendix on risk-averse asset pricing with additional explanation of the follow-up formulas to the law of one price.

Business Liability and Economic Damages is a five-chapter book published by Business Expert Press in 2016 and written by Scott D. Gilbert, associate professor of economics at Southern Illinois University, Carbondale. This book considers potential liability in business and provides insight into estimating the damages associated with liability. The author reviews the roles of insurance, the legal system, and the economist in evaluating liability and compensation for loss. He also provides basic mathematical formulas involved in determining economic loss, illustrating concepts with examples where relevant. Each chapter begins with learning objectives and ends with a short list of exercises to reinforce key concepts. Chapter 4, Evidence of Loss (34 pages), provides insight into how evidence affects a liability claim. The author explores the insurance company's perspective and need for reliable evidence. He also looks at the court's perspective and standards of evidence, which create the framework used by society to assess economic harm. He considers how the court uses evidence to determine the monetary value of loss and the impact of different criteria on that value. He explains how an economist can add value in a court trial and reviews how the court treats statistical data. He examines the issues inherent in estimating utility of consumption in cases where the utility includes pleasure or enjoyment of life. The chapter includes an appendix about the role an economist can play in determining business liability in personal injury trials.