年度大盤點：年最暢銷的商業書籍
Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future by Ashlee Vance
1. 阿什利·萬斯《伊隆·馬斯克：特斯拉、SpaceX和探索充滿幻想的未來》
The most innovative and intriguing entrepreneur of our time is ushering in a future that's as unexpected and disruptive as the erstwhile future that the PC and then the internet created.
我們這個時代最具創造力、最吸人眼球的創業家正在開創一個不可思議但又有破壞性的未來，正如之前由個人電腦以及因特網所開啓的那個未來。
"Because of Musk, Americans could wake up in 10 years with the most modern highway in the world: a transit system run by thousands of solar power charging stations and traversed by electric cars……These advances are simultaneously difficult to fathom and seemingly inevitable if Musk can simply buy enough time to make them work."
“托馬斯克的福，美國人在今後的十年裏能享受到世界上最現代化的高速公路——它是由成千上萬個太陽能供電站支撐起的交通系統，電動汽車在道路上飛馳……這些進步雖令人費解，但如果馬斯克能贏得足夠的時間來使其運作，那麼它們看似將成爲必然。”
Get What's Yours: The Secrets to Maxing Out Your Social Security by Laurence J. Kotlikoff, Philip Moeller, and Paul Solman
2. 勞倫斯·J·克特里考夫、菲利普·默勒和保羅·索爾曼《取你應得：社會保障最大化的祕密》
Don't activate your Social Security until you're 70. If you're eligible for auxiliary benefits (spousal, childcare), activate your Social Security at age 66, suspend your own benefits until age 70, and meanwhile collect the auxiliary benefits.
70歲再去啓動你的社會保障。倘若你有資格申請到輔助福利（配偶或是兒童看管），在66歲時激活社保，在積蓄這些福利的同時，你自己的福利可以到70歲再領。
"Social Security is, far away, Americans' most important retirement asset. And that's not only true for people of modest means. Middle-income and upper-income households actually have the most to gain, in total amounts, from getting Social Security right. Toting up lifetime benefits, even low-earning couples may be Social Security millionaires……Social Security is a very meaningful income source."
“社會保障從很早以前便是美國人最重要的退休資產。這不僅是對收入微薄的人而言。實際上，中層和上層收入家庭如果合理安排他們的社保，能在總數上獲得最大回報。若是計算終生的福利總額，即便是收入頗低的夫妻也能通過社保成爲百萬富翁……社保是非常有意義的一項收入來源。”
Losing the Signal: The Untold Story Behind the Extraordinary Rise and Spectacular Fall of BlackBerry by Jacquie McNish and Sean Silcoff
3. 傑基·麥克尼什和肖恩·西爾科夫《失去信號：黑莓離奇崛起與驚人隕落背後不爲人知的故事》
A major corporation with a dominating market presence trashes its future due to the hubris and short-sightedness of its executive team.
一家主導市場的大公司由於領導層過於自信、缺乏遠見而自毀前途。
"BlackBerries meet us fast and efficient, but a little neurotic. The handsets transformed legions of users into addicts. For three days in October 2011, RIM customers were forced to go cold turkey. No BlackBerry. Where did everybody go? When the outage ended, users were as committed as ever to mobile messaging. For Research In Motion, however, it was a different story. RIM was losing the signal to the market it created."
“黑莓以高效和快速的形象呈現於我們眼前，不過它還有些焦慮。黑莓手機使其各個區域的用戶對其成癮。在2011年十月，使用RIM公司（總部設立在加拿大的Research In Motion）生產的黑莓手機的諸用戶不得不在黑莓連續3天宕機後體驗手機癮被戒的痛苦。黑莓不好使，那大家都去哪呢?當人們對此事件的憤怒平息後，黑莓的顧客仍向之前那樣熱衷於移動通信。然而對於RIM公司來說，形勢卻大不如前了。在其開拓出的移動手機市場，RIM失去了信號。”
Misbehaving: The Making of Behavioral Economics by Richard H. Thaler
4. 理查德·H·泰勒《行爲不端：行爲經濟學的誕生》
Traditional economics assume that people are rational and will act in their own best interests, when in fact people are irrational and frequently make very silly and stupid decisions, both individually and en masse.
傳統的經濟學假定人們是理性的，且均按自身利益最大化行動。而實際上，人們是非理性的。他們，要麼集體，要麼個人，經常做出極其愚蠢的決定。
"The problem is the model being used by economists (…) which I like to call an Econ for short. Compared to this fictional world of Econs, humans do a lot of misbehaving, and that means that economic models make a lot of bad predictions. Virtually no economists saw the financial crisis of 2007-08 coming, and worse, many thought that both the crash and its aftermath were things that simply could not happen."
“問題在於經濟學家們使用的模型，（此處省略若干字），我喜歡將其簡稱爲‘Econ’。與衆多Econ模型構成的虛擬世界相比，人類的許多行爲都不端正。而這意味着這些經濟模型會帶來諸多預測失誤。幾乎沒有經濟學家預見到了2007-2008年的金融危機，而且更糟的是，許多經濟學家認爲這場災難及其後果本是可以不必發生的。”
Red Notice: A True Story of High Finance, Murder, and One Man's Fight for Justice by Bill Browder
5. 比爾·布牢德《紅色通緝令：關於高級複雜融資、謀殺和爲公正而戰的真實故事》
A real-life account of an American financier who set out to expose corruption, murder, and a criminal conspiracy in Putin's Russia.
這本書是一位美國金融家在他開始披露普京領導的俄羅斯有怎樣的腐敗、謀殺和犯罪密謀後的真實敘述。
"10:45. I really began to panic. 10:51. How could I have been so stupid? Why would an average guy from the South Side of Chicago think he could get away with taking down one Russian oligarch after another? 10:58. Stupid, stupid, stupid! ARROGANT AND STUPID, BILL! ARROGANT AND JUST PLAIN STUPID! 11:02. I'm going to a Russian prison. I'm going to a Russian prison. I'm going to a Russian prison...."
“上午10點45分，真的，我開始慌張了。10點51分，我怎麼會這麼笨？作爲一個來自芝加哥南面，沒有背景的普通男孩，我爲什麼會認爲自己在把俄羅斯寡頭政治執政者一個個拉下馬後還能平安度日？10點58分，笨蛋！笨蛋！笨蛋！比爾，你這個夜郎自大的傢伙！傲慢又平庸的笨傢伙！11點02分，我要被抓去俄羅斯坐牢了。我要被抓去俄羅斯坐牢了。我要被抓去俄羅斯坐牢了……”
The Art of the Start 2.0: The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything by Guy Kawasaki
8. 蓋伊•川崎《開始的藝術2.0：對開始做某事歷經考驗的指導》
Silicon Valley's top business and marketing guru provides practical step-by-step advice for founding and growing a Successful tech startup.
川崎這名硅谷頂級商業與營銷大師建立並發展了一家成功的科技新興公司，他在此書中提供了循序漸進、可執行的步驟。
"It's much easier to do things right from the start than to fix them later. At this stage, you are forming the DNA of your startup, and this genetic code is permanent. By paying attention to a few important issues, you can build the right foundation and free yourself to concentrate on the big challenges."
“比起事後再修補，從最初便把事情做對更簡單。在這一階段呢，你正在構建新興公司的DNA（核心），而這一基因序列則是永定的。你可以通過關注一些重要問題，來組件合適的基金會，任自己將精力放在大挑戰上。”
Team Genius: The New Science of High-Performing Organizations by Rich Karlgaard and Michael S. Malone
7. 瑞奇·卡加德和邁克爾·S·馬隆《團隊天才：機構高性能的新科學》
The latest scientific research on team behavior reveals that conventional wisdom about teamwork is wishful thinking. This book provides a blueprint for using that research to create more effective teams.
關於團隊表現的最新科學實驗發現，團隊合作的傳統智慧是理想思維。這本書提供藍圖來利用這則研究，創造出更有效率的團隊。
"Teams are not strictly practical responses to immediate challenges and situations. Teams are at the heart of what it means to be human. Put another way, as human beings, we must form teams. It is encoded in our DNA. It has proved to be the critical factor in the rise of civilization. The human drive to form teams is also a survival mechanism for individuals. The archeological evidence suggests that even the earliest hominids always grouped together to live and hunt."
“從嚴格意義上講，團隊對實時挑戰與情況並沒有實用的反應。團隊是人類意義的核心。換句話說，我們人類必須組成團隊。這被編碼至我們的DNA中，並已證明是文明崛起階段的重要因素。人類組建團隊的動力也是個體存活的機制。有考古證據表明，甚至最早的遠古人類也總是聚成一羣生活打獵。”
The Go-Giver, Expanded Edition: A Little Story About a Powerful Business Idea by Bob Burg and John David Mann
8. 鮑伯·柏格和約翰·大衛·曼《做一個積極的付出者：關於強大商業想法的小故事（擴充版）》
Changing your focus from getting to giving--putting others' interests first and continually adding value to their lives--ultimately leads to unexpected returns.
把你的關注點從獲取轉爲給予（先考慮他人利益，並不斷給他人增添價值），這終將給你意想不到的回報。
"Go looking for conflict, and you'll find it. Go looking for people to take advantage of you, and they generally will. See the world as a dog-eat-dog place, and you'll always find a bigger dog looking at you as if you're his next meal. Go looking for the best in people, and you'll be amazed at how much talent, ingenuity, empathy, and goodwill you'll find. Ultimately, the world treats you more or less the way you expect to be treated."
“去尋找衝突，你將發現它。去尋找給你優勢的人兒，這些人通常樂意。把這個世界看成弱肉強食的地方，你便總覺得自己將會成爲刀俎上的魚肉，任比你強大的人宰割。去發現人們身上最美的點，你會驚奇於自己在他人身上找到的才能、智慧、共鳴和友善。最終這個世界或多或少會以你想要被對待的方式對待你。”
The School of Greatness: A Real-World Guide to Living Bigger, Loving Deeper, and Leaving a Legacy by Lewis Howes
9. 路易斯‧霍威《偉大一派：活得更風光、愛得更深沉、積蓄大筆資產的現實指引》
You can discover your own purpose in life and build effective strategies for achieving it by understanding how other exceptional people have done so in their own lives.
你能找到生活中自己的目標，並在瞭解其他卓越之人是如何達成目標後，爲實現它而構建有效的策略。
"A vision is the most important step to getting anywhere and achieving anything you want in any area of life. But we also have to be clear about what a vision is. A vision is not just a dream. A powerful vision emerges when we couple our dreams with a clear set of goals. Without both, we are apt to wander in a clueless and purposeless fog, because a dream without goals is just a fantasy. And fantasies are the bad kind of visions--the hallucinogenic kind, not the real kind."
“遠見極爲重要，它讓你能到達任何地位，並取得生活領域中你想要的任何事物。不過我們也得清楚明白什麼是遠見。遠見不只是夢想。當我們給夢想制定一系列明確的目標時，我們便有了強有力的遠見。如果夢與目標兼缺失，我們便會在迷霧中漫無目的、毫無頭緒地瞎逛，因爲夢遊目標的夢只是幻想。而幻想則是不良的遠見，他讓你迷幻並非真實。”
Thrive: The Third Metric to Redefining Success and Creating a Life of Well-Being, Wisdom, and Wonder by Arianna Huffington
10. 阿麗安娜·哈芬頓《蓬勃發展: 重新定義成功及打造幸福、 智慧、 繽紛生活的第三標準》
The unrelenting pursuit of success is a trap unless you consciously decide to slow down, create cherished memories, and pursue lifelong passions.
唯有你有意識地放慢腳步、製造珍惜回憶、追求那畢生的熱情，你才能繞開對成功不懈追求的這個陷阱。。
"If we let it, technology can also add a lot of noise and distraction that gets in the way of our most fundamental creative capabilities--instead of freeing us, it can consume us. What we're beginning to recognize now is that success is not always about doing more, but also about doing better--and we do better when we are connected to our inner wisdom, strength, and intuition."
“只要我們縱容，科技也能製造很多喧鬧，使我們分神，從而干擾我們很多基本的創造力。科技在解放我們的同時，也能消耗我們。如今我們漸漸意識到的是，成功不總是關於做得更多，而是做得更好。而當我們與內心的智慧、優勢和靈感相同時，我們能有更好的表現。”
