So, he wrote The Da Vinci Code. What else can he do?

A review of Inferno, by Dan Brown

@@@ (3 out of 5)

So, today’s subject is Dan Brown.

What can you say about a man who has sold more than 200 million copies of just six novels? Clearly, the guy has got something going for him. And whatever else you might say about The Da Vinci Code and its successors in the Robert Langdon series, lots of people read them.

Far be it from me to advance some psychosexual explanation for this surprising phenomenon. The numbers don’t lie. I can only wonder why.

OK, admittedly, I’ve read all those Dan Brown novels. Yes, I admit it. And I even found the suspense in the first couple of them to be compelling. Brown’s early novels — Digital Fortress and Deception Point — were fascinating to me. And I couldn’t wait to get to the end of The Da Vinci Code because the historical mystery was brilliant and the suspense was excruciating.

Inferno, not so much. Although there were many surprises in store for me in the book’s final chapters, I’d already figured out some of the fast ones Brown was going to pull as he thundered toward the climax. Because, often enough, it’s possible to foresee the plotline based not on what an author writes as on what he doesn’t write. That sometimes smacks of manipulation, which invariably makes me uncomfortable.

Now, just in case you want to know what Inferno is about, listen up: Robert Langdon finds himself in a hospital bed in Florence with a raging headache and a case of short-term amnesia. He can’t remember a thing about the past three days, and he doesn’t have a clue why the back of his head is bandaged or how or why he got to Florence. Sienna Brooks, his physician — a lovely young blonde woman, of course! Hollywood must be appeased — tells him he’s been shot in the head. Meanwhile, we are introduced to a shadowy character who runs a mysterious and powerful global organization from his headquarters on a massive converted yacht anchored somewhere in the Adriatic. He appears to be mixed up in Langdon’s misadventure in some way, but it’s clear we won’t figure out how until we’ve read further in the book. Pretty soon another mysterious character — a spike-haired woman in black leather, somewhat resembling Lisbeth Salander, the girl with the dragon tattoo — appears and starts shooting up the hospital, killing one of the doctors. Langdon and Brooks flee to her nearby flat, where . . . well, the plot thickens there. You get the point, right?

I’ll say this much for Brown: his writing seems to have improved a bit since Angels & Demons, and the man does do his research. Dante Alighieri, whose work is the centerpiece of this novel, emerges from the pages of Inferno as a living force in Italy and among scholars the world over. And, as usual in his later, blockbuster career, Brown presents himself in the mode of docent at an art museum, pointing out one priceless cultural treasure after another as the action shifts from Florence to Venice to Istanbul.

You’ll love this book if you like that sort of thing — a travelogue for art aficionados dressed up as a novel. For my money, though, Inferno was too predictable (knowing Langdon from his previous outings), the art commentary was boring, and Brown’s treatment of overpopulation — another theme that figures prominently in the book — was downright preachy. All in all, I found Inferno just a fairly good read. Caveat emptor. 

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Shocked by the NSA revelations? You don’t know the whole story

A review of Big Data: A Revolution That Will Transform How We Live, Work, and Think, by Viktor Mayer-Schoeneberger and Kenneth Cukier

@@@@ (4 out of 5)

While Edward Snowden bounces from one temporary refuge to another in search of safe harbor from the long arms of the U.S. government, the American public is starting to wake up to the reality of Big Data. The National Security Agency, long one of the pioneers in this burgeoning but little-appreciated field, has been teaching us — or, rather, Snowden, The Guardian, and the Washington Post have been teaching us — about the power that resides in gargantuan masses of data. Now here come Viktor Mayer-Schoeneberger and Kenneth Cukier with a new book that goes far beyond the headlines about espionage and invasion of privacy to give us an eminently readable, well-organized overview of Big Data’s origins, its characteristics, and its potential for both good and evil.

When we think of Big Data, we, or at least most of us, think of computers. However, the authors persuade us that the fundamentals of Big Data were laid down more than a century before the invention of the microprocessor. They point to a legendary American seaman named Matthew Maury. In the middle of the 19th Century, after 16 years of effort, Maury published a book based on 1.2 billion data points gleaned from old ships’ logs stored by the Navy that dramatically reduced the distances (and, hence, the time elapsed) in ocean voyages by both military and commercial ships. Maury used facts derived from decades of mariners’ observations to dispel the myths, legends, superstitions, and rumors that had long caused ocean-voyaging ships to pursue roundabout courses. Not so incidentally, Maury’s work also facilitated the laying of the first transatlantic telegraph cable.

If not the first, this was certainly an early application of Big Data, which the authors describe as follows: “big data refers to things one can do at a large scale that cannot be done at a smaller one, to extract new insights or create new forms of value, in ways that change markets, organizations, the relationship between citizens and governments, and more.” For example, if Maury had had available only a fraction of the old ships’ logs he found in the naval archives, his task would have been impractical, since each individual log doubtless included small errors (and an occasional big one). Only by amassing a huge store of data did those errors cancel out one another.

Now, in the Digital Age, the volumes of data that can be harnessed are, at times, literally astronomical. “Google processes more than 24 petabytes of data per day, a volume that is thousands of times the quantity of all printed material in the U.S. Library of Congress.” AT&T transfers about 30 petabytes of data through its networks each day. Twenty-four or 30 of something doesn’t sound like much, unless you understand that a megabyte is a million bytes, a gigabyte is a billion bytes, a terabyte is 1,000 times the size of a gigabyte, and a petabyte is 1,000 times the size of a terabyte. That’s 1,000,000,000,000,000 bytes. That’s a lot of data! But even that’s only a tiny slice of all the data now stored in the world, “estimated to be around 1,200 exabytes.” And an exabyte (I’m sure you’re dying to know) is the equivalent of 1,000 petabytes. So, 1,200 petabytes could also be stated as 1.2 zettabytes, with a zettabyte equal to 1,000 petabytes, and I’ll bet that not one person in a million has ever heard of a zettabyte before. Had you?

All of which should make clear that when we talk about Big Data today, we’re talking about really, really big numbers — so big, in fact, that almost no matter how messy or inaccurate the data might be, it’s usually possible to draw useful, on-target insights from analyzing it. That’s what’s different about Big Data — and that’s why the phenomenon is bound to change the way we think about the world.

We live in a society obsessed with causality. We often care more about why something happened than about what it was that happened. And in a world where Big Data looms larger and larger all the time, we’ll have to get used to not knowing — or even caring much — why things happen.

“At its core,” write Mayer-Schoeneberger and Cukier, “big data is about predictions. Though it is described as part of the branch of computer science called artificial intelligence, and more specifically, an area called machine learning, this characterization is misleading. Big data is not about trying to ‘teach’ a computer to ‘think’ like humans. Instead, it’s about applying math to huge quantities of data in order to infer probabilities: the likelihood that an email message is spam; that the typed letters ‘teh’ are supposed to be ‘the’; that the trajectory and velocity of a person jaywalking mean he’ll make it across the street in time [so that] the self-driving car need only slow slightly.”

The authors refer to data as “the oil of the information economy,” predicting that, as it flows into all the nooks and crannies of our society, it will bring about “three major shifts of mindset that are interlinked and hence reinforce one another.” First among these is our ever-growing ability to analyze inconceivably large amounts of data and not have to settle for sampling. Second, we’ll come to accept the inevitable messiness in huge stores of data and learn not to insist on precision in reporting. Third, and last, we’ll get used to accepting correlations rather than causality. “The ideal of identifying causal mechanisms is a self-congratulatory illusion; big data overturns this,” the authors assert.

If you want to understand this increasingly important aspect of contemporary life, I suggest you read Big Data.

Viktor Mayer-Schoeneberger and Kenneth Cukier come to the task of writing this book with unbeatable credentials. Mayer-Schoeneberger is Professor of Internet Governance at Oxford University, and Kenneth Cukier is Data Editor at The Economist.

Khaled Hosseini in Berkeley, in person and in print

A review of And the Mountains Echoed, by Khaled Hosseini

@@@@@ (5 out of 5)

In town recently for a probing interview conducted by Berkeleyside co-founder Frances Dinkelspiel, best-selling novelist Khaled Hosseini spoke about his craft much as any storyteller of our pre-literate past might have done.

“I just start writing and hope something happens,” he said. The interview took place June 23, 2013, before a capacity crowd in the chapel at the capacious First Congregational Church of Berkeley under the auspices of Berkeley Arts & Letters.

Hosseini starts with characters he cares about and sets out to tell their stories. “You should be really excited about writing when you get up in the morning,” he insisted. If he loses interest in the characters, he’ll throw out as many as ten chapters and start all over again.

“I spend years with these characters,” Hosseini explained. “There’s an internal dialogue that goes on” as they develop in surprising ways.

And the Mountains Echoed began as a “linear novel” about a young brother and sister, Abdullah and Pari, born in an Afghan village in the late 1940s. However, as Hosseini started to write, he began to wonder how some of the minor characters that had cropped up would fit into the narrative. For example, the children’s uncle Nabi “became central to the story” as the writing proceeded, and Nabi’s connection to a Greek doctor working for an NGO in Kabul subsequently took the story to a small Greek island as the doctor, too, emerged as a major character.

The result of Hosseini’s organic writing process is a novel that is at once intensely personal and broad in scope — a story that captures a half-century slice of Afghan  history as it relates the lives of Abdullah, Pari, and their family from the peaceful era of the mid-20th Century in Afghanistan to the present day in the South Bay below San Francisco. Compared to Hosseini’s previous novels, which verged on tear-jerker melodrama despite (or perhaps because of?) their universal appeal, And the Mountains Echoed is more ambitious, more nuanced, more insightful, and engages Hosseini himself far more.

This book firmly establishes Khaled Hosseini as one of the finest novelists working today. He belongs among that handful of post-colonial writers — including V. S. Naipaul, Chinua Achebe, and Nadine Gordimer — who were born within cultures unfamiliar to “the West” and serve as our interpreters of the intercultural experience.

Khaled Hosseini, now 48, has lived in the United States since the age of 15, when his family secured political asylum and moved to San Jose. (A Communist coup had just toppled the Afghan King, and Hosseini and his family were fortunate to be living in Paris, where his father was a diplomat.) A physician, Hosseini practiced medicine in the South Bay for a decade until shortly after the runaway success of his first novel, The Kite Runner, persuaded him to turn to full-time writing. Collectively, his three novels — A Thousand Splendid Suns was the second — have sold more than 38 million copies.

Late in her interview, Dinkelspiel asked the author what plans he had for his next book. “I have a few ideas,” Hosseini said, “but I really won’t know what will happen until I sit down at the keyboard.”

A small publisher that thrives in a declining industry

By Steve Piersanti

Editor’s note: For the past year I’ve been serving on the board of directors of the remarkable little publishing company in San Francisco that will release my new book, The Business Solution to Poverty, in September. Berrett-Koehler publishes nonfiction exclusively, concentrating on business, personal fulfillment, and current affairs. Unlike so many other publishers, the company has been consistently profitable throughout the past decade, outpacing industry standards with rising sales as the book market shrinks. Berrett-Koehler was founded 21 years ago by Steve Piersanti, who continues to serve as editor and president.

In keeping with Piersanti’s inclusive style, more than 100 of the company’s stakeholders—board members, staff, authors, suppliers, service providers, customers, sales partners, and shareholders—as well as several industry experts unconnected to the company gathered on June 18-19, 2013, to participate in Berrett-Koehler’s strategic planning process. (Full disclosure: I also serve on BK’s Strategic Planning Team and helped prepare the event.) What follows is adapted from Steve’s opening remarks for the two-day event. He entitled his presentation “Secrets of Berrett-Koehler’s Success.” 

The article that follows is long (more than 5,000 words) but it’s well worth reading if you want to know what it takes to flourish in an industry—any industry, actually—that is experiencing disruptive change.

1.     Multiple Stakeholder Focus

This is really the foundational concept of Berrett-Koehler. This concept came before our publishing programs, our mission, our books, everything. It goes back to before Berrett-Koehler existed. Before founding BK, I had been president of Jossey-Bass Publishers during its challenging transition from being an independent company to becoming part of the media empire of Robert Maxwell and being placed as a division of Maxwell Communications Corporation. I quickly discovered that our new corporate parent was calling all the shots, and none of the other Jossey-Bass stakeholders really mattered. Not the Jossey-Bass employees who were central to the company’s success; not the authors with whom Jossey-Bass had longstanding relationships; not the suppliers and service providers on whom the company depended. All that really mattered was the call from my boss in New York City.

What was especially troubling about this new balance of power was that there was nothing our new corporate parent was doing that made Jossey-Bass more productive or profitable. Yet, without adding any value, the corporate parent presumed to unilaterally govern our company. It was easy to see that something was deeply wrong with this equation.

And so, when I created Berrett-Koehler’s founding document, “Vision and Plan for a New Publishing Business,” the starting place for my attempt to “rethink the concept of the publishing company” was what I called “Multiple Stakeholder Focus.” “Five ‘stakeholder’ groups – authors, employees, suppliers, owners, and communities (customer, societal, and environmental) – contribute to the success of publishing ventures. Each has a ‘stake’ or investment in the publishing business, whether that investment is time, talent, money, or other resources . . . Berrett-Koehler believes that more balance and equity is needed in the dealings among the stakeholder groups, so that the employees, authors, suppliers, and communities benefit more from the investment each makes and the value each creates for the publishing business. Berrett-Koehler also believes that the relationship among the stakeholder groups needs to be more of a partnership and more fair, open, humane, ethical, and interactive among all of the groups.”

An early manifestation of this focus was that our very first catalog in May 1992 listed many of our stakeholders by name in the catalog. We’ve done this in every catalog since then.

2.     Stewardship

This has gone hand-in-hand with multiple stakeholder focus from the beginning. We were deeply influenced by the ideas in Peter Block’s book Stewardship, which I started working on with Peter right after I began organizing Berrett-Koehler Publishers. In our first catalog I wrote: “If I were to choose one word to describe our vision, it would be ‘stewardship.’ By this I mean a deep sense of responsibility to administer the publishing company for the benefit of all of our ‘stakeholder’ groups.”

Block defines stewardship as “the willingness to be accountable for the well-being of the larger organization by operating in service, rather than in control, of those around us. Stated simply, it is accountability without control or compliance.”

So here was our role as BK managers and employees: to be accountable for serving the interests of all of BK’s stakeholders without needing to do so through control or compliance. Actually, we hope that all BK stakeholders will view themselves as stewards who are accountable for serving the interests of other stakeholders and the whole without needing control or compliance to do so.

3.     Community Engagement and Support

A couple of years into my service as president of Jossey-Bass Publishers I got a call from my boss in New York in which he said that there was a corporate-wide workforce reduction going on and all units were required to cut their headcount by 10 percent. Jossey-Bass had 68 employees, and we were instructed to reduce our headcount to 60 employees. This made no rhyme or reason for Jossey-Bass because we were highly successful and growing rapidly; we had just finished a year in which our sales were up 22 percent and our profits were up 46 percent. Moreover, our business plan of adding 8 more employees had already been approved, and now we were told that we had to instead cut 8 employees. This would have required us to lay off 8 employees, which was unjust and unjustified to me, given the circumstances.

Long story short, our management team fought this edict for two months and I refused to carry out the corporate order. On the afternoon of May 29, 1991, I was fired and told to clean out my desk. But the grapevine worked very quickly and the very next day at my home my phone started ringing with calls from Jossey-Bass authors, suppliers, and service providers who expressed their dismay at this chain of events, their belief in my work and stance, their encouragement to start a new publishing company, and their offers of support. These calls continued for many weeks, as one person who had heard the news would tell another person and encourage that person to contact me, and so on. It was through the support and engagement of all these people that Berrett-Koehler Publishers was born. Listed on the screen are some of the many people who became part of our original community in the first few months when Berrett-Koehler was being organized.

Today there are hundreds of ways that BK engages our communities and receives support from our communities. In the interests of time, I’m going to mention just one. BK authors and other community members are an army of scouts out searching for good authors and good book projects for us and recommending to those authors that BK would be the best publisher for their books. They are the most credible and influential scouts we could possibly have because they know so much about their fields and about BK.

Here’s how bestselling author Peter Block describes this engagement: “I have been a constant source of new authors. When someone comes to me about publishing a book, BK is the first place I send them. I do this partly because I know they will be treated with respect, and they will learn something about the market for their ideas. Most people I refer to BK get refused, but in a useful and sensitive way. So this publisher has a low cost feeder network for new properties, the life blood of the business.”

And here’s how bestselling author Richard Leider describes this engagement. “I have proudly referred dozens of would-be authors to BK over the years. So many that they have offered, partly in jest, to print a BK business card for me! Whether an author landed a contract with BK or not, EVERY single one of them thanked me for the care and insights that they received from BK. Now, that’s walking your talk!”

4.     Publish Books That Make a Difference

When our Editorial Director, Neal Maillet, applied several years ago to work at Berrett-Koehler, he wrote: “As a business and leadership editor whose titles frequently competed for shelf space with BK, I can only express my deep sense of admiration and, to be honest, envy, for the consistent sense of mission and values that BK titles communicate. BK books are for people who are determined to improve themselves and their organizations – not just to rely on corporatespeak or easy answers. BK titles always present a challenge and an invitation – the challenge to do the hard but rewarding work of making positive change, and the invitation to seek beyond self-gratification to community . . . More than anything, a BK book isn’t just a product to be sold. It is invariably part of a message that is consistent across the entire organization.”

It may surprise you but publishing books with a difference-making message was not part of the original concept of Berrett-Koehler. The original concept was more mainstream, which I described as “Leading-edge publications that make new contributions to professional audiences.” But this quickly changed. The books we attracted – and the books that most interested us – were books with big, path-breaking messages about changing individuals, organizations, and the world.

This started with Leadership and the New Science, which was one of the first three books BK published. When a former college advisor of mine sent me Meg Wheatley’s manuscript, I immediately saw that this was different from all the hundreds of books that I had worked on in my previous thirteen-year career as an editor and book marketer. The Library Journal review captured the difference: “Hold onto the top of your head when you read this book . . . Using exciting breakthroughs in biology, chemistry, and especially quantum physics, Wheatley paints a brand-new picture of business management . . . nothing less than an entirely new set of lenses through which to view our organizations.” A newspaper columnist called “The Lazy Literate” expressed the uniqueness of Meg’s work on her next book in a less flattering way: “Yikes! These folks have been eating too many avocados in their hot tubs!” Either way, Leadership and the New Science went on to not only sell nearly 400,000 copies but also to profoundly influence the work of thousands of other book authors, organizational thinkers, and organizational leaders.

In our 20^th Anniversary Celebration a year ago, I cited the case of how a single BK book, Future Search, has made a positive difference for tens of millions of people around the world through the many thousands of future searches in more than 90 countries that have been conducted by the more than 4,000 people who have been trained in the future search methodology.

To give a very current example, the annual meeting this month of the foreign ministers of the thirty-five member countries of the Organization of American States focused on drug problems in North America, Central America, and South America. This meeting was organized around the methodology of Adam Kahane in his new BK book, Transformative Scenario Planning. For the past year the president of Columbia and other country presidents and prime ministers have been working to develop new approaches to drug problems, and they turned to Adam Kahane and his book’s transformative scenario planning methodology to help create and articulate those new approaches.

5.     Eat Our Own Cooking

From the beginning, we have been striving to learn from the books we publish and to practice our book’s ideas in our own company and community.

For example, a central concept in Stewardship is to avoid class systems in management, employment, and compensation practices. One manifestation of class systems is that most organizations have two compensation systems, with the executive compensation system designed to pay those at the top as much as possible and the employee compensation system designed to control costs. Inspired by Stewardship, Berrett-Koehler has just one compensation system for everyone in the company, and it is designed to pay a living wage to everyone, to minimize the disparity between the lowest and highest paid employees, and to direct our company success to raising the whole boat. Accordingly, the difference between my salary and the salary of the lowest paid full-time BK employee has always been less than four to one from the beginning of our company until now. And the same benefit programs and incentive compensation programs apply to everyone.

Another example. Anyone who interacts with Berrett-Koehler soon learns that our culture is all about sharing information openly and freely, so that everyone knows everything. We are open source with authors, suppliers, customers, service partners, and even competitors. And I have always perceived my job to be continuously sharing information in many ways with all of our stakeholder groups. But you may not know the source of this culture and practice. It all started with internalizing the ideas in Chapter 6 of Leadership and the New Science, which is called “The Creative Energy of the Universe – Information.”  Read that chapter, and you’ll see what I mean.

BK has also been influenced by another of the first three books we published: Getting Things Done When You Are Not in Charge. Give up the illusion that you are ever in charge. None of us is ever in control. But we all can get things done when we are not in charge. Of course, this lesson applies to this event. We all can get important things done by acting on ideas that inspire us here even though none of us is in charge of others here.

Finally, here’s an example in the words of our tremendous Director of Subsidiary Rights, Maria Jesus Aguilo: “I was hired as a production and marketing assistant in 1996. At about that time we were publishing Managers As Mentors, so my boss at the time, Pat Anderson, took me aside and told me: I just finished this fantastic book and I really feel like I need to be a good mentor to you. Therefore, I would like us to talk about what it is that you expect from your work here at BK and help you all I can. I told her that I was very happy with my position and learning a lot, but what I would really like to do is rights licensing. A couple of years went by before an opportunity presented itself for me to do rights, but when it did, Pat offered me the position. I learned two things early on in my career at BK: that BK really walks the talk in ways that deeply affect others, and that my managers at BK really listened to my needs and acted upon them. Almost twenty years later, I still derive a lot of inspiration for my work from how the ideas in our books change lives in big and small ways. They changed mine!”

6.     Mission: Creating a World That Works for All

For the first eight years of BK’s history we were in search of a way to express our mission. A mission articulates the fundamental purpose of an organization or enterprise, succinctly describing why it exists. We tried many different ways of expressing our mission. Some are shown on the screen. All had good points, but we were not satisfied with any of them. So we made articulating our mission one of the central objectives of our strategic planning process in the year 2000. “Creating a World That Works for All” emerged from that process and has been our mission ever since.

What has happened over the past thirteen years is that “Creating a World That Works for All” has come to be shorthand for everything that BK community members love about Berrett-Koehler. It has come to signify – all wrapped up in one short memorable phrase – our multiple stakeholder focus, books that make a difference, stewardship, partnership, sustainability, and many other dimensions of BK. It has come to have great meaning for many BK community members, who use it frequently in telling others about BK and expressing their own connection to BK. It has also served to communicate to authors and others a BK point of view, and this point of view is one of our major competitive advantages, as book marketing consultant Todd Sattersten recently pointed out to us.

What does this mission mean in terms of seeking changes in the world, selecting publications that advance these changes, and striving to pursue these changes in our own company and community?

7.     Partnership

Partnership is the way we seek to run Berrett-Koehler and to interact with all of our stakeholder groups – with collaboration, invitation, dialogue, consent, respect, openness, integrity, and mutualism, instead of compulsion, force, violence, or hierarchy.

Partnership is at the heart of the relationship we strive to establish with authors. One manifestation of partnership is our publication agreement, which has many clauses that create a more collaborative relationship between the publisher and authors than is the norm in other companies’ publication agreements.

The fullest manifestation of our partnership with authors is the BK Authors Cooperative, the one-of-a-kind organization where our authors come together to help each other in many big and small ways to increase their success and impact.

We are now seeking to establish a Berrett-Koehler Foundation that would further extend our partnership approach to helping young leaders around the world put into practice systems-changing ideas and methods that help create a world that works for all.

This partnership approach extends to our relationships with our suppliers, service providers, sales partners, and other stakeholders, as I’ll describe in later examples.

8.     Quality and Value Added

All of our systems and approaches are designed to add value and create quality throughout the publishing process. For example, we create high quality in our books by forming longstanding, close, collaborative partnerships with about twenty of the best book production teams around the country, then by sending each new book to the book production team best matched to the unique requirements of that particular book, then by that production team, the author, and the BK staff all working closely together to customize and enhance the book.

Throughout the book publishing world there are constant lamentations about decades of decline in how much editorial guidance and support publishers offer to authors. In contrast, one secret of BK’s success is the extensive editorial guidance and support we provide to authors. We do this in three ways, of which only the third way is common today among other publishers. First, we do a great deal of up-front editorial coaching of authors to improve the core ideas, organization, and framing of books, even before draft manuscripts are written. Second, we send all draft manuscripts to multiple outside reviewers who provide readers’ views of how to improve manuscripts. And third, we arrange top-notch copyediting of manuscripts.

This quality pays off in helping many BK publications to be bestsellers, not just upon publication but for many years following publication. Three BK books have each sold well over one million copies: Confessions of an Economic Hit Man by John Perkins, Eat That Frog! by Brian Tracy, and Leadership and Self-Deception by The Arbinger Institute. In each case BK provided editorial guidance that made the book sell far more copies and have greater impact than otherwise would have been the case. For example, my and our manuscript reviewers’ guidance tremendously strengthened John Perkins’ messages in Confessions of an Economic Hit Man, anticipated the major challenges from critics, and helped Perkins add and clarify materials to address the challenges before the book was published.

9.     Author-Friendly Practices

When Corporate Responsibility Officer magazine gave Berrett-Koehler its award for “Stakeholder Accountability,” it told the following story in the article announcing the award. “At first, Howard Karger says, he couldn’t figure it out . . . A two-time Senior Fulbright Scholar, Karger is the author of multiple books. In late summer of 2004 he found himself working for the first time with Berrett-Koehler . . . [He said] ‘After 25 years of book publishing, I was suspicious . . . I was made to feel like a part of the organization. Almost like staff.’  He grew more wary when the publisher insisted that he travel to San Francisco to meet editorial, marketing, design, and publicity staff. Finally, he realized, ‘these were people doing what they believed in and producing books they were proud of. Democracy for Berrett-Koehler is not just a slogan.’ [The article concludes] In the rough-and-tumble world of book publishing, Berrett-Koehler stands out not only for its treatment of authors, but also for the manner in which it engages employees, business partners, readers, and community.”

This article is describing one of Berrett-Koehler’s many unique practices: launching each book with a full-day Author Day that connects the author to the whole BK staff, gets everyone excited about the book, and creates close collaboration between the author and publisher on all aspects of making books successful.

BK’s author-friendly practices include the following:

• Author-friendly publication agreement
• Collaboration in publication decisions
• Collaboration in cover and interior design
• Extensive sharing of information
• Open access to BK staff on ongoing basis
• Responsiveness to authors’ contacts and requests
• “Author Day” for every author
• “Bill of Rights and Responsibilities for BK Authors”
• and the unique BK Authors Cooperative, an independent nonprofit organization.

10. Integrity and Transparency

These are two elements of partnership. I’ve decided to feature them separately because they pull together so many other dimensions of what makes BK work, as does Jamie and Maren Showkeir’s book Authentic Conversations.

One example of the power of our sharing information openly is our how our partnerships have worked with our two principal book printers, Malloy and Hamilton. There have been times in BK’s history, such as from 2001 to 2003, when we faced severe cash flow shortages and probably could not have kept operating as an independent company without agreement from our printers to extend substantial additional credit to BK even though we were far behind in payments on previous printing jobs. Here is the explanation from Bill Upton, Malloy’s president at the time, for why Malloy continued supporting BK: “One experience that stands out is how open you were with financial information, both current and projected, as you worked with Hamilton and Malloy during the years of loans and past-due payables with us. That openness is what made it possible for both printers to hang in there and continue to support BK.” He continued: “The obvious integrity and commitment of you and the entire staff was a very important factor. We’ve had experiences with other publishers in the past where they expanded their trade credit by working with additional suppliers – our old invoices were left unpaid while the publisher worked with new suppliers on a cash terms basis. We’ve also had publishers simply throw in the towel. Those scenarios were unimaginable with BK.” Fortunately, this trust paid off both for our printers and for BK. For some years BK has been, in Bill Upton’s words, “a model of correct, prompt, complete, problem-free bill paying.”

Our focus on doing what we say we will do, not overpromising, creating systems to fulfill promises, and holding ourselves accountable is especially noteworthy in the area of sales and marketing. Publishers are notorious for making lofty sales and marketing promises in their early discussions with authors and then not fulfilling their promises. Berrett-Koehler has just the opposite approach, which begins with being straight with authors about “The 10 Awful Truths about Book Publishing” [which can be accessed by clicking on its title here]. The rubber really hits the road with the extensive systems that our Sales and Marketing Department has set up (1) to explicitly tell authors all the things we will and will not be doing to market their books, (2) to follow through on everything that we said we would do, and (3) to report back to authors that we have done what we said we would do.

We strive to create systems of integrity and transparency in all areas of the company. For example, our book production systems are set up to enable us to publish books almost always on the schedule laid out at the beginning of the production process.

All of this is extremely challenging in an industry as complex as book publishing. BK Editorial Director Neal Maillet reflects this challenge when he reports, “I once asked the manager of a publisher’s royalty department how she kept track of all the tricky contractual exceptions editors negotiated and was told ‘We don’t – we just use the boilerplate and apologize profusely when an author or agent catches the mistake.’”

BK’s approach is to only commit to things that we can deliver, to create systems that enable us to actually fulfill our commitments, and to share information with our stakeholders that show how we have performed what we promised to do.

11.  Sustainability

Here I am focusing on two dimensions of sustainability. The first dimension is the thrust of many of our books, such as those pictured here, to establish lifestyles, institutions, economic systems, environmental systems, and other ways of living and interacting that are sustainable for generations going forward. The second dimension is establishing strategies and practices that make Berrett-Koehler Publishers sustainable both in terms of being able to stay in business and in terms of the environmental and social responsibility of our own business practices.

One embodiment of our commitment to sustainability is that Berrett-Koehler is a Certified B Corporation. B Corporations meet rigorous standards of social and environmental performance. To qualify as a B Corp, Berrett-Koehler had to complete and pass a 230-question “Impact Assessment” that examined BK’s performance on measures of corporate accountability, transparency, compensation, benefits, employee training, worker environment, worker ownership, social benefit, community service, local involvement, diversity, job creation, and environmental practices.

12.  Multichannel Marketing and Sales

This has been part of BK’s formula from the very beginning. Our June 1991 “Vision and Plan for a New Publishing Business” listed 17 sales and marketing channels for the company. Today we still are active in all of the original 17 channels and have added many other channels, such as online booksellers and social media, which did not exist in 1991.

Our multichannel approach is good for authors and book sales because it increases each publication’s chance to succeed in the marketplace by giving each publication many diverse channels in which to find a market. For example, some books do poorly in bookstore sales but do well in special sales or foreign language translations.

Of course most publishers market through multiple channels. But most do not market as extensively in as many different channels as does BK.

The downside of BK’s approach is that it is very expensive. Berrett-Koehler devotes over 20 percent of our revenues to sales and marketing, which is far above publishing industry averages.

13.  Independence

In an age of corporate consolidation, BK has remained fiercely independent. Berrett-Koehler is owned by our stakeholders, including our employees, authors, customers, suppliers, service providers, and sales partners.

This independence allows us to chart our own course and to not have our unique values and practices submerged in a giant corporate bureaucracy. And it allows us to own our own future and to not be governed by short-term stock market pressures and shifting corporate edicts.

14.  Continuity, Constancy, Fidelity

One of BK’s great strengths has been our ability to keep good people and the resulting continuity of our staff. 18 of our 25 employees have been with BK for 5 or more years. And our average staff tenure with BK is 10 years. Love ‘Em or Lose ‘Em has not only been a bestselling BK book, it has also been a guide to our company.

Another secret to our success has been the constancy of our purpose, vision, and distinctive practices over many years. Our list of 11 “Guiding Concepts for Berrett-Koehler Publishers” was written 21 years ago. All of these “Guiding Concepts” are still our touchstones today – such as multiple stakeholder focus and environmental consciousness and action. This constancy increases our ability to move Full Steam Ahead!, as the title of Jesse Stoner and Ken Blanchard’s book proclaims.

When people ask me what about Berrett-Koehler I am most proud about, my answer is our fidelity to our mission and values during the many challenging periods we have had over the years. For example, when the great recession hit in 2008 and 2009, like most publishing companies we experienced a substantial revenue decline. However, we decided to respond to this crisis by doing more of what BK stands for – under the headings of Integrity, Mission and Strategies, Participation, and Efficiency and Effectiveness – rather than compromising our mission and values. Whereas Publishers Weekly reported that approximately two thirds of publishing companies laid off employees and cut back their publishing programs during this period, Berrett-Koehler did neither. Instead, we shared full information with all employees, and the employees collectively decided to take a 10 percent across-the-board salary reduction (except for the lowest-paid employees, who received smaller reductions), which the employees then lifted after revenues recovered. My hope is that our identity as a company and community is so deeply imprinted that it will be our destiny and carry us through the many other challenging periods that are surely yet to come.

15.  Continuing Innovation

The previous 14 secrets may make it sound like BK is in good shape. However, it is clear that we cannot stand still. Everything is going through continuous change around us in our business and publishing environments. Unless we are leaders ourselves in making the future, unless we do new and surprising things to leapfrog over obstacles that have constrained us in the past, and unless we continue developing new ways of doing business that bring greater value to our customers and other stakeholders, Berrett-Koehler will not survive over the long term.

Larry Ackerman, author of Identity Is Destiny, recently observed that BK is now 21 years old and that this age can be viewed as having reached “adulthood.” I think that is a good image for where we are now. At 21, it is time to turn more of one’s focus outward to contributing to a larger work and to making a bigger difference in the world through service to others. This can be true of Berrett-Koehler as well and this event can help BK reach out in new and better ways to make a greater positive difference in the world.

As we seek to innovate in new ways, it is my prayer that we will continue to be guided by the secrets named in this address. I believe that there is great power within these ideas and that they will make our innovations better and more likely to succeed. We can do more to create a world that works for all. Thank you.

Berkeley scientist questions safety of bottled water

A review of Bottled and Sold: The Story Behind Our Obsession with Bottled Water, by Peter H. Gleick

@@@@@ (5 out of 5)

Put down that bottle of water, please, take a deep breath, and listen up. It’ll only take a few minutes, and when I’m done, you may never pick up a bottle of water again.

“Bottled water? This is a problem?” Yes, to Berkeley scientist Peter Gleick, co-founder and president of the world-renowned Pacific Institute, “bottled water is a symptom of a larger set of issues: the long-term decay of our public water systems, inequitable access to safe water around the world, our susceptibility to advertising and marketing, and a society trained from birth to buy, consume, and throw away. . . Suburban shoppers in America lug cases of plastic water bottle from the grocery store back to homes supplied with unlimited piped potable water in a sad and unintentional parody of the labor of girls and women in Africa, who spend countless backbreaking hours carrying containers of filthy water from distant contaminated sources to homes with no water at all.”

Bottling water on a large scale is a relatively new phenomenon. “In the late 1970s,” Gleick writes, “around 350 million gallons of bottled water were sold in the United States — almost entirely sparkling mineral water and large bottles to supply office water coolers. . . In 2008, nearly 9 billion [author’s emphasis] gallons of bottled water were packaged and sold in the United States and five times this amount was sold around the world.” That’s a 25-fold increase in three decades, and “Americans now drink more bottled water than milk or beer.” (Betcha didn’t know that, did you? I sure didn’t!) Now, “data on beverage consumption reveals that on average, each of us is actually drinking around 36 gallons per year less tap water.”

Gleick notes that “when we do actually look, we find evidence that there are potentially serious quality problems with bottled water. . . [However], [t]he system for testing and monitoring the quality of bottled water is so flawed that we simply have no comprehensive assessment of actual bottled water quality.”

So, why hasn’t somebody done something about this? It turns out that the FDA is the culprit. Bottled water falls within the FDA’s purview. Gleick cites a study by the Government Accountability Office to the effect that “while the FDA does very few actual inspections of water bottlers, the few they conducted between 2000 and 2008 found problems a remarkable 35 percent of the time. Even this warning sign led to ‘little enforcement action.'”

OK, maybe you feel bottled water tastes better than water from the tap. But you’re probably fooling yourself. As Gleick reports, “test after test shows the same things: people think they don’t like tap water, but they do. Or they think they can distinguish the taste of their favorite bottled water, but they can’t.” Just check out “bottled water taste test” on YouTube, if you don’t believe this.

Here, then, are the Top Ten Reasons Not to Drink Bottled Water:

10. Tap water is free, and bottled water isn’t.

9. The quality of tap water is rigorously regulated, and bottled water’s isn’t.

8. Discarded plastic water bottles end up in landfills or on roadsides by the billions. For example, “Berkeley (population 114,000) sends around six tons of PET [the plastic used in water bottles] a week to plastics recyclers — much of it used water bottles.”

7. Large scale water-bottlers sometimes drain aquifers and cause wells to run dry in communities where their plants are located.

6. Large corporations such as Nestle (Pure Life), Coca-Cola (Dasani), and PepsiCo (Aquafina) own the major bottled water brands and suck in massive profits, making them even larger.

5. Most bottled waters are marketed in a misleading way. For examples, “Yosemite” brand water is actually municipal tap water from Los Angeles.

4. “Making the plastic for a liter bottle of water actually takes three or four more liters of water itself.”

3. If you live in California “and buy Fiji Water, the energy cost of transporting the water to you is equal to the energy embodied in the plastic bottle itself.” If it’s Evian water instead, the energy expended is even greater.

2. The total energy cost of bottled water, including the materials used, the production process, and the transportation, “is a thousand times larger than the energy required to procure, process, treat, and deliver tap water.”

1. Smart restaurateurs like Alice Waters are starting to ban bottled water on their tables. And who are you going to believe if you won’t believe Alice?

So, are you ready now to reconsider the balance between the convenience of bottled water and the safety of tap water? Chances are the water from your tap is a much better bet. That’s certainly the case where I live in Berkeley.

Our own personal considerations aside, Gleick draws policy implications from his study of bottled water. He advocates five major reforms: state-of-the-art tap water systems; smarter water regulations; truthful labeling; consumer protection; and lower environmental impact.

If you’ve heard of Peter Gleick, it may be because you came across his name when he won a MacArthur Foundation “genius” grant — or perhaps in connection with global warming, international development, national security, California’s water resources, or something else to do with water. Gleick, editor of the biennial sourcebook The World’s Water for many years, is widely acknowledged to be the world’s leading authority on that subject. However unfortunately, it’s a little more likely you heard Gleick’s name during the flurry of news awhile back — his true “15 minutes of fame” — that a group of right-wing climate change-deniers had caught him masquerading as a supporter on their website. That nasty little brouhaha soon boiled over, and sensible people — I count myself as one — never thought it amounted to much, anyway. 

So, what now? Are you going to finish that bottle of water, drink up any others you’ve still got around the house, and switch to using the tap? No? Think about it!

John Carre’s latest is brilliant

A review of A Delicate Truth, by John LeCarre

@@@@@ (5 out of 5)

On the cover of A Delicate Truth, Gibraltar looms like the vast bulk of reality weighing down on the idealism and sense of duty that preoccupy the novel’s protagonist, as they do in so many of the works of John Le Carre. Gibraltar itself does play a key role here as the site of an incident that brings together a motley cast of hapless souls: the upstanding senior officer and the bent but bumbling junior Minister he answers to; the Minister’s fast-track Private Secretary and his jaded mentor; the upper-crust opportunist, his right-wing American bedfellows, and the British Special Forces soldiers made pawns in their machinations. This unlikely assortment of 21st century humanity is thrown together in what can most fairly be described as one glorious clusterf***.

The incident in question is a joint UK-US anti-terrorism operation in Gibraltar engineered under the tightest secrecy by the Minister and his shady partner-in-crime, financed by Texas-based evangelical Christian activists, and executed under cover of darkness by a combined force of handpicked British Special Forces and mercenaries in the employ of a mysterious American defense contractor. Our hero, Toby Bell, Private Secretary to the Minister but kept in the dark by him, learns that the whole thing went south. As the story slowly emerges when Toby is compelled to follow the breadcrumbs to the truth, he is thrown together with the now-retired diplomat who was attached to the mission and the diplomat’s daughter, a comely physician ministering to the poor in London’s East End. Toby’s rush to the truth through the minefields of institutionalized compromise is fraught with mystery, terror, pain, suspense, and the inklings of romance. Yes, A Delicate Truth is, in fact, one glorious tale, proof that John Le Carre at 81 still writes with the extraordinary skill he treated us to in the 1960s.

Surprised by the news about NSA surveillance? Read this book!

A review of Top Secret America: The Rise of the New American Security State, by Dana Priest and William M. Arkin

@@@@@ (5 out of 5)

Note: This review first appeared here on September 11, 2011 (yes, 9/11/11). In view of the recent news about the NSA’s Prism program and other widespread and long-standing efforts to amass personal information about the American public, I’m posting it again. This superb book deserves a far wider audience than it received in 2011.

If you treasure your freedom as an American . . . if you’re concerned about how the U.S. Government spends your tax money . . . or if you simply want to understand how our country is managed . . . you owe it to yourself to read this brilliant book. Alternately mind-boggling and blood-curdling, Top Secret America is the most impressive piece of investigative journalism I’ve read in years. Dana Priest and Bill Arkin have written a book that, in a rational world, would usher in an orgy of housecleaning through the far reaches of the Pentagon, the CIA, the NSA, the FBI, the Department of Homeland Security, and every other department, agency, or office that pretends to be involved in strengthening our national security.

Even then — even if we somehow reined in the known alphabet agencies — we would only be scratching the surface. Here’s Priest writing about the work of her co-author: “After two years of investigating, Arkin had come up with a jaw-dropping 1,074 federal government organizations and nearly two thousand private companies involved with programs related to counterterrorism, homeland security, and intelligence in at least 17,000 locations across the United States — all of them working at the top secret classification level.” There is an additional three thousand “state and local organizations, each with its own counterterrorism responsibilities and jurisdictions.”

Perhaps there’s one saving grace in this brouhaha of activity. Priest again: “Post 9/11, government agencies annually published some 50,000 separate serialized intelligence reports under 1,500 titles, the classified equivalent of newspapers, magazines, and journals. Some were distributed daily; others came out once a week, monthly, or annually.” There is so much “information” generated by the counterterrorism establishment that senior managers frequently ignore it all and instead ask their aides to talk to people to find out what’s really meaningful.

Don’t be mollified by the belief that all this activity is carried out by designated intelligence agencies. The nation’s warriors have their own alphabet-soup of agencies, departments, and units devoted to the same ends. The Pentagon created a major new entity called the Northern Command headed by a four-star general (the military’s highest rank) to protect the “homeland.” However, the Northern Command has no troops of its own and, to take any action, must ask permission from the leaders of each state’s National Guard and other agencies on whom it depends for personnel.

Priest and Arkin clearly take a dim view of all this:

• Many, if not all, of the Federal Government’s most closely guarded secrets are vulnerable to theft through simple file-sharing software installed on 20 million computers.
• The Director of National Intelligence, a new position created in 2004 to coordinate the work of the 16 major U.S. intellgence agencies, possesses no power to do so and is frequently ignored by them. But his staff numbers in the thousands, and they hold forth from a new, 500,000-square foot office building.
• The degree of duplication in the national security world is chilling. “Each large organization [engaged in counterterrorism] started its own training centers, supply depots, and transportation infrastructure. Each agency and subagency manned its own unit for hiding the identities of undercover employees and for creating cover names and addresses for them and for their most sensitive projects. Each ecosystem developed a set of regional and local offices.”
• Duplication of effort runs so deep that there are three separate lists of “High Value Targets,” one each for the CIA, the Pentagon, and the super-secret Joint Special Operations Command (the people who killed Bin Laden). And “at least thirty-four major federal agencies and military commands, operating in sixteen U.S. cities, tracked the money flow to and from terrorist networks.”

The depth and quality of Priest and Arkin’s research is unexcelled, and their writing is brisk and easy to read. The book benefits from the straightforward, first-person approach Priest adopted. It’s written largely from her point of view, with Arkin’s contributions as a researcher noted in the third person.

Dana Priest has reported for the Washington Post for more than 20 years. She won the George Polk Award in 2005 for reporting on secret CIA detention facilities and the Pulitzer Prize in 2006 for uncovering black sites prisons. Her exposure of the deplorable conditions at Walter Reed Army Hospital helped the Washington Post win another Pulitzer in 2007. She deserves another Pulitzer for this illuminating book.

Bill Arkin served in U.S. Army intelligence in 1974 to 1978 and had worked as a consultant, political commentator, blogger, activist, and researcher for a number of progressive organizations before teaming up with Priest to write the widely-acclaimed series of Washington Post articles on which this book was based.

Does history repeat itself? A Cambridge University historian’s study of the causes of World War I

A review of The Sleepwalkers: How Europe Went to War in 1914, by Christopher Clark

@@@@ (4 out of 5)

Six little boys tussle in a sandbox, pushing and shoving, sometimes openly, sometimes when none of the others are looking. One of them, a runt, is getting the worst of it, but he’s a vicious little guy and manages to hold his own within his own tiny corner of the sandbox. The biggest boys exert the least effort but command the most space. They all look confident, but secretly they’re terrified of one another, leading them to combine forces in a constantly shifting pattern of partnerships to fend off the others.

This is the image that comes to mind of Europe in the summer of 1914 from reading Christopher Clark’s new inquiry into how the First World War came to be. Naturally, Professor Clark had something much more grown-up in mind when he wrote the book. After all, he is a Fellow at St. Catherine’s College at the University of Cambridge, where he received his Ph.D. in History, and we all know that a Cambridge Don would never indulge in such belittling imagery.

In all fairness, to put the event in proper perspective, “The conflict that began that summer mobilized 65 million troops, claimed three empires [Russian, Ottoman, and Austro-Hungarian], 20 million military and civilian deaths, and 21 million wounded. The horrors of Europe’s twentieth century were born of this catastrophe.”

With The Sleepwalkers, Clark muscles into the seemingly endless debate about why and how all this came to pass. Not that anybody on the street is talking about this stuff, of course. But among modern European historians these questions pass for excitement, and no wonder: the Great War is generally taken as the climax of the well-ordered Victorian Era that launched the human race with a lurch into the 20th Century. The origins of the cataclysm that upended tens of millions of lives are variously found in Prussian militarism, the colliding interests of European empires, the arms race, the profit motive among arms merchants, and other cross-border phenomena, but Professor Clark apparently will have none of this. He’s a practitioner of that brand of history that finds truth in the quotidian details of human interaction — in short, in the day-to-day decisions of living, breathing human beings tossed together in a crisis that nobody foresaw.

In the first of its three parts, The Sleepwalkers thus explores the political environment, highlighting the major players in each of the contending nations — Serbia, Austro-Hungary, Russia, Germany, France, and England — in the years running up to 1914. Part II takes a broader look at the Continent, discussing the interplay of the leading states in the closing years of the 19th Century and the beginning of the 20th. In outline, the stable alliances of the late 1880s had given way to a bipolar system by 1907, with the Triple Alliance of Germany, Austria-Hungary, and (loosely) Italy facing off against the interlocking fortunes of Russia, France, and Great Britain. Clark asserts that “[t]he polarization of Europe’s geopolitical system was a crucial precondition for the war that broke out in 1914.” Then, in Part III, Clark delves deeply into the day-by-day, sometimes hour-by-hour, decisions of the leading players from June 28, when Gavrilo Princip shot to death the heir to the Austro-Hungarian throne and his wife, until the early days of August, when all the chips had fallen into place and war was declared on all fronts.

In Clark’s view, “1914 is less remote from us — less illegible — now than it was in the 1980s. Since the end of the Cold War, a system of bipolar stability has made way for a more complex and unpredictable array of forces, including declining empires and rising powers — a state of affairs that invites comparison with the Europe of 1914.” Although Clark makes it easy to see history repeating itself in small ways — for example, the genocidal course pursued by Serbia in the 1990s was little different from its behavior in the decades leading up to 1914 — it’s difficult to see the parallels to most of today’s international crises. Surely, Professor Clark wouldn’t pretend that the U.S. invasion of Iraq — one of the seminal events of our times and perhaps the greatest strategic blunder in American history — was anything but the result of hubris and colossal miscalculation on the part of an ideology-driven clique within the U.S. government.

Disagreements aside, however, The Sleepwalkers is an outstanding piece of work.  Professor Clark’s knowledge of the period he writes about is both broad and deep, and he writes with grace and verve that’s highly unusual in academic circles.

Delivering healthcare to billions of the world’s poor

A review of Pharmacy on a Bicycle: Innovative Solutions for Global Health and Poverty, by Eric C. Bing and Marc J. Epstein

@@@@ (4 out of 5)

Despite the widespread conviction that the state of the world is deplorable and getting worse by the day, the human race has made measurable, even dramatic progress in some important ways. The collective state of our health is the most telling example. In part because of the eradication of smallpox, the near elimination of polio, and the significant recent progress on HIV/AIDS, humanity in general is living longer and healthier lives. Average life expectancy at birth in India around 1950 was 38 years; today it is 65. In China, it was 41; today it is 77. Over the same period, average life expectancy in the United States has risen from 65 to approximately 80. Numbers can be misleading, but these tell a compelling story.

Building on this amazing success story, major institutions — the United Nations, the U.S. Government, and the Bill and Melinda Gates Foundation, for example — have invested billions of dollars in recent years, targeting specific diseases, promoting the use of vaccines, and building public health infrastructure in developing nations. All these admirable efforts promise to continue the favorable trend in healthcare that has unfolded over the last half-century.

However, there is a hidden dimension in this picture. As Eric Bing and Marc Epstein explain in Pharmacy on a Bicycle, billions of poor people living in rural areas all too frequently fail to gain the benefit of these advances in healthcare. It’s fashionable to look on the world today from the perspective of the cities, but in spite of the massive migration of the last several decades, nearly half (49%) of the world’s population still resides in rural areas. Great numbers of these people live far from transportation hubs, often hours or even days of walking from the nearest road. It’s to these billions of people, nearly all of them desperately poor by American or European standards, that Bing and Epstein turn their attention in their illuminating little book.

Pharmacy on a Bicycle rests on a single, fundamental premise: “Most poor outcomes [in healthcare] are caused not by lack of effective medicines or medical know-how. The ability to prevent and treat many of these diseases inexpensively has been available for a very long time. But getting the right remedies to the right people in the locations where they are needed, in a way they will use them, and at a cost they can afford is continually a challenge. This is not a scientific problem. It’s a business challenge.”

Bing and Epstein argue that humankind has never before been in such a good position to meet this challenge. The costs of many widely-used drugs have fallen dramatically, and scientists have greatly simplified the treatment of many diseases by combining multiple drugs into single capsules or tablets. Extremely cheap diagnostic techniques that provide nearly instant assessments are now available. Through telemedicine, a single well-trained physician can now offer her or his expertise to much larger numbers of patients. The widespread use of clinical checklists and the application of franchising to the healthcare industry have both improved access and lowered costs. And new business models, successfully piloted in many countries, using bicycles, motorcycles, and trained village-level representatives, make it possible for healthcare agencies and for-profit companies to overcome the “last mile problem” that has traditionally limited most of the benefits of the market economy to population centers. “We are now at a tipping point to make lasting global health impacts,” the authors write.

One of the most promising recent developments is the now near-universal access to cell phones; by next year, the number of mobile phones is expected to be greater than the world’s population. “Mobile phones are now being used for patient education and awareness, treatment compliance, health care worker training, data collection, disease and epidemic outbreak tracking, and diagnostic and treatment support.”

Pharmacy on a Bicycle is intended to spark much wider adaptation of these advances by making them more widely known. The book presents a seven-point implementation model called IMPACTS, which encompasses innovation and entrepreneurship, maximizing efficiency and effectiveness, coordinating with partners, accountability, creating demand, task shifting (e.g., empowering nurses to take on some doctors’ responsibilities), and scaling. The book includes an abundance of excellent examples that bring these deadly-sounding prescriptions to life.

Eric Bing is an M.D. who also possesses a Ph.D. in epidemiology and an MBA. He’s the director of global health at the George W. Bush Institute at Southern Methodist University. His co-author, Marc Epstein, is an eminent and much-published professor of management at Rice University in Houston whose previous teaching posts were at the Harvard and Stanford business schools and INSEAD (European Institute of Business Administration).