By Charles Fishman, Brian Grazer
From Academy Award–nominated manufacturer Brian Grazer and acclaimed enterprise journalist Charles Fishman comes a brilliantly unique peek into the weekly “curiosity conversations” that experience encouraged Grazer to create a few of America’s favourite and iconic videos and tv shows—from 24 to a stunning Mind.
For many years, movie and television manufacturer Brian Grazer has scheduled a weekly “curiosity conversation” with an finished stranger. From scientists to spies, and adventurers to enterprise leaders, Grazer has met with an individual keen to reply to his questions for a number of hours. those casual discussions sparked the inventive idea in the back of lots of Grazer’s video clips and television exhibits, together with Splash, 24, a gorgeous brain, Apollo thirteen, Arrested improvement, eight Mile, J. Edgar, and plenty of others.
A Curious brain is a brilliantly unique, attention-grabbing, and encouraging homage to the facility of inquisitiveness and the ways that it deepens and improves us. no matter if you’re trying to increase your administration variety at paintings otherwise you are looking to develop into a greater romantic accomplice, this book—and its classes at the energy of curiosity—can swap your existence.
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Extra info for A Curious Mind: The Secret to a Bigger Life
If three directors are expected to retire in the next five years, for example, how will those slots get filled? 16 OWNING U P 3. The skills currently present on the board that are not going to be required or should be reduced in concentration (to make room for new skills). 4. The process of de-nominating directors—including board members who have become ineffective. The board’s selfevaluation and peer evaluation are vital inputs to this process. This is a serious responsibility. It demands commitment, time, and meticulous attention.
Risks come from internal sources (like the crooked culture and accounting irregularities at Enron or WorldCom, for example) or external sources (like the financial crisis of 2008 or the steep inflation in energy, transportation, 19 20 OWNING U P and commodities prices in 2007). Slow-moving trends, like global climate change, can erupt into real risks overnight. Or some trends can move very fast as Detroit automakers found out in early 2008 when oil hit $140 a barrel and American consumers abruptly stopped buying their profitable fleets of SUVs.
For example, BP took a huge risk when it began investing in Russia in the 1990s, and for many years it was considered ahead of the game in a key emerging source of fossil fuels. Since forming its TNK-BP joint venture in 2003, however, political conditions have changed. Those are risky types of bets that boards have to vet at the time of the decision and monitor continuously. Boards should utilize the political and geopolitical lens in two key ways. First, they have to gain access to important figures—diplomats, politicians, policymakers, think-tank fellows, or anyone else with a deep knowledge and current understanding of the public sector and geopolitical affairs.
A Curious Mind: The Secret to a Bigger Life by Charles Fishman, Brian Grazer