Bill Gates explain how to turn your hardware and software into a powerful, evolving network of information. Looking at the digital systems in place at Microsoft and other leading corporations, Gates shows how your company can:

Convert every paper process to a digital processs -- and end information among traditional departments

Use networks to create fast-reacting virtual treams to work together among traditional departments,/li>

Decrease cycle time by using digital transactions with suppliers and partners to get products out before the competition

Knock down the walls of your company and electronically build new business relationships and new markets.

It has ever been a race to meet the deadlines, blindly following up the routine work pressures and sacrificing the wee hours of life in order to gain achievement to label n brand it as 'success' - This is the major folly of most efficient people at workplace who pay a price missing wider opportunities to enhance better future.

The game is all about Working wisely and not Damn Hard as the Author advice cool tips on how to succeed in Business with a shapened job performance pulling in the effective measures to take charge of total control of time schedules.

I have used the principles of this book along with several other books by Mr.Gerber to perfect my financial brokerage company. Mr.Gerber has written a phenomenal series of books that show you a better way of thinking about your business. I use this book to train my managers and employees so that they can have a better context of my business.

This book is one of the bible's of the entrepreneurial world, I believe that any entrepreneur that doesn't have this book is making their business harder than it should be.

Anyone who is currently in practice or is considering doing medicine should read this book. Unfortunately one is never taught at medical school the fundamentals of running a medical practice profitably. Doctors erroneously believe that because they are good at medicine or surgery or paediatrics, they will necessarily believe that they are able to run a practice well. This couldn't be further from the truth.

Gerber, in an insightful work, manages to expose many of the pitfalls in running a medical practice. I can only say from personal experience that initially, one gets validation from medicine because you are working at the coalface - doing the work of a doctor. Eventually, it dawns on you that you don't in fact have a life - you have effectively bought yourself a job.

Every chapter has nuggets that have resulted in a multitude of paradigm shifts in my strategic thinking towards my practice. If you are happy doing the work of a technician and working 80 hour weeks for 50 weeks of the year, don't read this book. If you are seeking something better from practicing medicine, I would suggest reading this book in conjunction with The E-Myth Revisited - Why most small businesses don't work and what to do about it.

I would also suggest reading the Robert Kiyosaki books, which will give you another l

The cult Classic

Michael Gerber's The E-Myth Revisited should be required listening for anyone thinking about starting a business or for those who have already taken that fateful step. The title refers to the author's belief that entrepreneurs--typically brimming with good but distracting ideas--make poor businesspeople. He establishes an incredibly organized and regimented plan, so that daily details are scripted, freeing the entrepreneur's mind to build the long-term success or failure of the business. You don't need an M.B.A. to understand or follow its directives; Gerber takes time to explain buzzwords and complex theories. Read in a clear and well-paced manner, listening to The-E Myth is like receiving advice from an old friend. --Sharon Griggins

Peter Senge, founder of the Center for Organizational Learning at MIT's Sloan School of Management, experienced an epiphany while meditating one morning back in the fall of 1987. That was the day he first saw the possibilities of a "learning organization" that used "systems thinking" as the primary tenet of a revolutionary management philosophy. He advanced the concept into this primer, originally released in 1990, written for those interested in integrating his philosophy into their corporate culture.

The Fifth Discipline has turned many readers into true believers; it remains the ideal introduction to Senge's carefully integrated corporate framework, which is structured around "personal mastery," "mental models," "shared vision," and "team learning." Using ideas that originate in fields from science to spirituality, Senge explains why the learning organization matters, provides an unvarnished summary of his management principals, offers some basic tools for practicing it, and shows what it's like to operate under this system. The book's concepts remain stimulating and relevant as ever.

Six Sigma is a data-driven management system with near-perfect-performance objectives that has been employed to acclaim at leading corporations like General Electric. Its name is derived from the eye-catching statistical target of operating with no more than 3.4 defects per one million chances, but Peter Pande, Robert Neuman, and Roland Cavanagh--associates in a firm providing Six Sigma implementation, training, and management services--contend its principles can be applied in businesses of all types to routinely reduce costs, improve productivity, increase market share, and achieve other positive results.

The Six Sigma Way is their comprehensive self-help guide to adapting and using the system under various conditions. Its first two parts cover fundamentals and provide specific suggestions for aligning the process with individual needs and goals. (These include sections on balancing potential costs and benefits, clarifying objectives, and defining time frames.)

The final part, which accounts for more than half the book, focuses on implementation through a detailed yet flexible five-step "road map" tied to a company's core processes, key customers, current performance, "high-potential improvement opportunities," and future practices.