Thursday, April 26, 2018

The youth of today

Teenagers are better behaved and less hedonistic nowadays                                                    
- The Economist

AT THE gates of Santa Monica College, in Los Angeles, a young man with a skateboard is hanging out near a group of people who are smoking marijuana in view of the campus police. His head is clouded, too—but with worry, not weed. He frets about his student loans and the difficulty of finding a job, even fearing that he might end up homeless. “Not to sound intense,” he adds, but robots are taking work from humans. He neither smokes nor drinks much. The stigma against such things is stronger than it was for his parents’ generation, he explains.

Young people are indeed behaving and thinking differently from previous cohorts at the same age. These shifts can be seen in almost every rich country, from America to the Netherlands to South Korea. Some have been under way for many years, but they have accelerated in the past few. Not all of them are benign.
Perhaps the most obvious change is that teenagers are getting drunk less often (see chart 1). They start drinking later: the average age at which young Australians first try alcohol has risen from 14.4 to 16.1 since 1998. And even when they start, they sip rather than chug. In Britain, where a fifth of 16- to 24-year-olds do not drink at all, the number of pubs is falling by about 1,000 a year, and nightclubs are faring even worse. In the past young people went out for a drink and perhaps had something to eat at the same time, says Kate Nicholls, head of the Association of Licensed Multiple Retailers, a trade group. Now it is the other way round.


Other drugs are also falling from favour. Surveys by the European Monitoring Centre for Drugs and Drug Addiction show that the proportion of 15- to 16-year-olds who have tried cigarettes has been falling since 1999. A rising proportion of teenagers have never tried anything mind-altering, including alcohol, tobacco, cannabis, inhalants and sedatives. The proportion of complete abstainers rose from 11% to 31% in Sweden between 2003 and 2015, and from 23% to an astounding 61% in Iceland. In America, all illicit drugs except marijuana (which is not illicit everywhere) have become less popular. Mercifully, the decline in teenage opioid use is especially steep.

Nor are young people harming each other as much as they used to. Fighting among 13- and 15-year-olds is down across Europe. Juvenile crime and anti-social behaviour have dropped in England and Wales, and with them the number of juvenile convicts. In 2007 almost 3,000 young people were in custody; by 2016 the number was below 1,000.

Teenagers are also having less sex, especially of the procreative kind. In 1991, 54% of American teenagers in grades nine to 12 (ages 14-18) reported that they were sexually experienced, and 19% claimed to have had sex with at least four partners. In 2015 those proportions were 41% and 12%. America’s teenage birth rate crashed by two-thirds during the same period. As with alcohol, the abstention from sex seems to be carrying through into early adulthood. Jean Twenge, a psychologist at San Diego State University in California, has shown that the proportion of Americans aged 20-24 who report having no sexual partner since the age of 18 rose from 6.3% for the cohort born in the late 1960s to 15.2% for those born in the early 1990s. Japan is a more extreme case. In 2015, 47% of unmarried 20- to 24-year-old Japanese men said they had never had sex with a woman, up from 34% in 2002.

In short, young people are less hedonistic and break fewer rules than in the past. They are “kind of boring”, says Shoko Yoneyama, an expert on Japanese teenagers at the University of Adelaide. What is going on?

They tuck you up
One possible explanation is that family life has changed. A study of 11 countries by Giulia Dotti Sani and Judith Treas, two academics, found that parents spend much more time on child care. In America, the average parent spent 88 minutes a day primarily looking after children in 2012—up from 41 minutes in 1965. Fathers have upped their child-care hours most in proportional terms, though they still do much less than mothers. Because families are smaller, the hours are spread across fewer offspring.

Those doted-upon children seem to have turned into amenable teenagers. In 28 out of 34 rich countries surveyed by the World Health Organisation, the proportion of 15-year-old boys who said they found it easy to talk to their fathers rose between 2001-02 and 2013-14. Girls found it easier to talk to their fathers in 29 out of 34 countries. The trend for mothers is similar but less strong. And even teenagers who do not talk to their parents seem to listen to them. Dutch surveys show that teenagers have come to feel more pressure from their parents not to drink. That is probably the main reason for the decline in youthful carousing since 2003.

Another possibility is that teenagers and young people are more focused on school and academic work. Across the OECD club of rich countries, the share of 25- to 34-year-olds with a tertiary degree rose from 26% to 43% between 2000 and 2016. A larger proportion of teenagers believe they will go on to university.

As a result, they may be staying at home more. Mike Roe, who runs a drop-in youth club in Brighton, in southern England, says that ten or 15 years ago clubs like his often used to stay open until 11pm on school nights. That is now regarded as too late. Oddly, though, teenagers are not necessarily filling their evenings with useful work. Between 2003 and 2012, the amount of time 15-year-olds spent doing homework fell by an hour a week across the OECD, to just under five hours. 

Meanwhile paid work is collapsing. In 2016 just 43% of American 16- to 19-year-olds were working in July, during the summer holidays—down from 65% two decades earlier. The retreat from lifeguarding and burger-flipping worries some Americans, including Ben Sasse, a senator from Nebraska, who argues that boring paid work builds character and resilience. Teenagers are no fools, however. The average 16- to 19-year-old American worker earned $9.20 an hour in 2016. Though an improvement on previous years, that is a pittance next to the cost of university tuition or the large and growing wage differential between professional-level jobs and the rest. The fall in summer working has been mirrored by a rise in summer studying.

Ann Hagell, a British adolescent psychologist, suggests another explanation. Today’s young people in Western countries are increasingly ethnically diverse. Britain, for example, has received large flows of immigrants from Africa, south Asia and eastern Europe. Many of those immigrants arrive with strong taboos against drinking, premarital sex and smoking—at least among girls—and think that only paupers send their children out to work. Ms Hagell points out that teenage drinking is rarest in London, where immigrants cluster.

Finally, technology has probably changed people’s behaviour. Teenagers are heavy internet users, the more so as they acquire smartphones. By their own account, 15-year-olds in OECD countries spent 146 minutes a day online on weeknights in 2015, up from 105 minutes in 2012. Chileans lead the rich world, putting in an average of 195 minutes on weekdays and 230 minutes on weekend days.

Social media allow teenagers’ craving for contact with peers to be squared with parents’ desire to keep their offspring safe and away from harmful substances. In America, surveys known as Monitoring the Future have recorded a decline in unsupervised hanging-out, which has been especially sharp since 2012. Teenagers who communicate largely online can exchange gossip, insults and nude pictures, but not bodily fluids, blows, or bottles of vodka.

The digital trade-off comes at a cost. Sophie Wasson, a psychologist at Harvard-Westlake, a private high school in Los Angeles, says that some teenagers seem to use social media as an alternative to face-to-face communication. In doing so, they pass up some opportunities to develop deep emotional connections with their friends, which are built on non-verbal cues as well as verbal ones. Ms Wasson believes that social media widen the gap between how teenagers feel about themselves and what they think their friends want them to be. Online, everybody else is always happy, good-looking and at a party.

Technology also enhances surveillance. Parents track their children’s phones and text frequently to ask where they are. Benjamin Pollack, a student at the University of Pennsylvania, remembers attending a camp in Israel when he was in high school. He communicated with his mother every day, using Facebook Messenger and other tools. As it happens, his mother had attended the same camp when she was a teenager. She contacted her own mother twice in eight weeks.

Worries about teenagers texting and playing computer games too much (and, before that, watching too much television) have largely given way to worries about smartphones and social media. Last November Chamath Palihapitiya, formerly a Facebook executive, said that his children were “not allowed to use that shit”. But strong evidence that technology is rewiring teenagers’ minds is so far lacking. American and British data show that, although heavy internet use is associated with unhappiness, the correlation is weak. One paper on Britain by Andrew Przybylski and Netta Weinstein suggests that heavy computer and smartphone use lower adolescents’ mood much less than skipping breakfast or skimping on sleep.

Sufficient unto the day
Still, something is up. Whether it is a consequence of phones, intrusive parenting, an obsessive focus on future job prospects or something else entirely, teenagers seem lonelier than in the past. The OECD’s PISA surveys show that the share of 15-year-olds who say they make friends easily at school has dropped in almost every country (see chart 2). Some Western countries are beginning to look like Japan and South Korea, which struggle with a more extreme kind of social isolation in which young people become virtual hermits.


Perhaps they will get round to close friendships in time. One way of thinking about the differences between the youth of today and yesterday is that today’s lot are taking it slow. They are slow to drink, have sex and earn money. They will also probably be slow to leave home, get married and have children. What looks to older generations like indolence and a reluctance to grow up might be, at least in part, a response to medical developments. Babies born today in a rich country can expect to live for at least 80 years. Goodness knows at what age they will be entitled to state pensions. Today’s young people have all the time in the world.

https://www.economist.com/news/international/21734365-they-are-also-lonelier-and-more-isolated-teenagers-are-better-behaved-and-less?fsrc=scn/tw/te/bl/ed/teenagersarebetterbehavedandlesshedonisticnowadaystheyout

Saturday, February 4, 2017

How health apps are promising to reshape healthcare

 - Mckinsey

Two executives from a digital diabetes-management start-up discuss the importance of a patient focus and ways innovation is shaping the industry.
In the past few years, health-companion apps that help patients manage chronic conditions such as diabetes and asthma have emerged as a fast-growing and potentially disruptive segment of the healthcare market. Companion apps also offer a way to collect vast quantities of real-world patient data that can be used as appropriate to improve treatment protocols and drug development. In this interview, two executives from mySugr, a start-up that designs apps for diabetes management—Frank Westermann, the CEO and cofounder, and Anton Kittelberger, the COO—talk with McKinsey’s Stefan Biesdorf about the promise of patient apps in reshaping healthcare.
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McKinsey: In today’s environment, apps can be created by anyone with a good idea and some programming skills. When barriers to entry are low, how do you differentiate yourself from the competition in digital diabetes solutions?
Frank Westermann: It always depends what exactly you want to do. Regulation is certainly an entry barrier for anybody who is not familiar with it. If you want to be active in the digital health space and go beyond a wellness or fitness app, you face a complex regulatory landscape that requires significant investment to be able to navigate. Also, there is already stiff competition in digital health, and it requires precise positioning and a well-defined competitive advantage if you want to develop traction with a health app.
At mySugr, we are firm believers that innovation in digital health will be driven by the patient and by patient-centric solutions. We focused on patients from the very beginning, whereas many of our competitors target physicians, hospitals, or solutions for the healthcare industry. Our patient focus is rooted in our history and makeup as a company: Anton and I, as well as 30 percent of our employees, are diabetics. This allows us to work to create something that patients actually need and want to use, because we’ve also tested it ourselves.
McKinsey: You’re known for having a cool brand—the mySugr monster—as well as for being unconventional and focusing on ease of use and gamification. How did that come about?
Anton Kittelberger: When we first started, automatic transfer of glucose values into the app was difficult, and we therefore made it a priority to make data entry easy and fun for patients. That helped us differentiate ourselves. With automatic data transfer now easier, we use gamification for other purposes in our app, for example, to encourage patients to engage more with their health data to enable them to better manage their condition.
Frank Westermann: Gamification isn’t an end in itself; it always serves a purpose. Diabetes is a serious disease, and we aren’t seeking to trivialize it.
McKinsey: With your large installed base, you’re collecting more and more data. How are you thinking about using this data to influence health outcomes?
Frank Westermann: We’re at the beginning of a journey. As data from connected devices increase in volume and quality and the data cloud gets denser, more opportunities are opening up for pattern recognition. For example, we can use data generated by continuous glucose monitoring to predict patients’ blood-sugar levels for three hours. That has a big impact and allows patients to be better equipped to manage their disease. We’re also starting to use this data to feed information to our coaches.
McKinsey: Can you measure the impact of your app?
Frank Westermann: Our user data shows that the more the app is used, the better the patient outcome. We can also see which features drive use of the app. We’re looking to solidify our outcomes information through a clinical trial focused on two parameters: HbA1c value (glycated hemoglobin) and timing range. We’re looking at how patients’ use of the app is related to the lowering of the HbA1c value and how to get them to stay in the 6.5 to 7.0 percent range for longer to quantify the outcomes. Higher HbA1c levels are associated with significantly higher hospitalization costs in diabetic patients.
McKinsey: How is your business model evolving? You started as a free app, but where are you now?
Anton Kittelberger: Our business model has evolved. We focused on our B2C model to grow our user base, with a free basic version and a subscription-based pro version. The uptake of the subscription version helped us demonstrate value and made us more attractive to our B2B partners. On top of that, we’ve built a solid business with diagnostics specialists, to integrate their devices, and with pharma companies as a channel for educating patients and launching campaigns. We’ve also made ourselves more attractive to payors by showing that patients’ use of our app is associated with better control and fewer hospitalizations.
McKinsey: Are you planning to work actively with other healthcare stakeholders?
Frank Westermann: Yes, absolutely. In the United States, for instance, we’ve recently launched a coaching product that links you to a certified diabetes educator who has full access to your data and can give you advice at any time. We’re also looking to form a partnership with German payors to roll out a program for diabetes educators.
McKinsey: Every industry is experiencing a wave of digitization. What do you think will separate the winners from the losers in health tech?
Anton Kittelberger: You need to stay close to the patient and continually improve their experience. I see parallels between healthcare and telecoms. In the telecoms industry, the infrastructure providers eventually lost out to the handset and app companies that had direct relationships with end users. In healthcare, the companies that don’t have direct contact with patients may become more like those commodity infrastructure providers.
In healthcare, physicians have traditionally been king; they had the contact with patients, so you focused your sales and communication efforts around them. With digital health, the physicians are losing some of their relevance as the patient takes more control and becomes more important as an informed decision maker.
Frank Westermann: But we don’t see ourselves as disintermediating the physician. In fact, our technology lowers the barriers between the patient and physician. Just getting to see a doctor can be a complex and time-consuming task. Our vision is to have technology enable more touchpoints with a physician to improve well-being.
McKinsey: So could your app help free up physicians to focus on more serious cases, with a thinner support model for well-managed patients?
Frank Westermann: In some ways, the model we foresee is one that is more intensive, with multiple immediate touchpoints with skilled healthcare professionals such as diabetes educators. We see huge value in that for patients.
Anton Kittelberger: I don’t think we are disrupting the physician’s business model. What will change is how pharma companies and diagnostic players go to market: not just via a physician but also via mySugr directly to patients. But that doesn’t mean excluding the physician.
McKinsey: Let’s look at how big pharma does digital. Why don’t we see more success stories?
Frank Westermann: Pharma traditionally works on 20-year time frames, driven by the patent cycle, whereas we think about renewing our technology every year. Big companies often suffer from inertia, mind-set and skills gaps, and a cultural disconnect; it’s hard to switch thousands of employees from a physician focus to a patient focus in a short period of time. Some companies manage to externalize digitization by creating a separate unit or buying a start-up, but that isn’t easy; moving to a digital business model is a major shift for any large organization. Even if individual thought leaders see the opportunities, they can easily get bogged down in pharma’s long decision-making cycles.
McKinsey: How will the collection of personal health data change the way pharma companies think about innovation?
Anton Kittelberger: I can see it influencing drug development, especially the validation of new compounds. Instead of creating a controlled environment in a clinic, we can use a health app like mySugr to gather large quantities of longitudinal patient data in the real world, which could speed up clinical development and improve quality.
McKinsey: What about data privacy? Are existing laws relevant in a digital world, or are they in fact holding back innovation?
Frank Westermann: How healthcare data is used is very important, and it’s the role of governments to regulate it, though most are moving too slowly. Large corporations push the boundaries of data privacy in healthcare much more than small players like us. I don’t think sensible regulation would hinder innovation, and in fact I’d wish for more conversation with regulators on data privacy, especially in Europe. In the United States, the Food and Drug Administration is taking a more progressive stance and is much more willing to discuss healthcare data and its uses.
As a patient myself, I do believe apps need to be regulated to protect patients against misuse or excessive sharing of their data. But the sensible use of data should be allowed so as to improve treatment guidelines and healthcare as a whole.
McKinsey: Are privacy or security concerns a barrier to adoption, especially for older patients?
Frank Westermann: It’s our responsibility to protect patients as far as we can. We put processes in place to protect our app and employ hackers to test the security of our system. We focus not so much on educating patients as on making the app intuitive and creating the best possible user experience. There’s no reason why older patients can’t use it, especially as they get more comfortable with using smartphones and apps in general.
McKinsey: What about your long-term vision? Are you considering expanding into other therapeutic areas?
Frank Westermann: We have no plans to expand to other disease areas. We live and breathe diabetes, and that gives us our competitive edge. Our long-term plan is to become a digital diabetes clinic: a full-service platform that makes life easier for people with diabetes. We’ve made a start by building a diabetes-educator program, and we also want to bring in physicians. We see our role as being an enabler in any context where the patient doesn’t actually need to be present in the physician’s office.

Saturday, August 6, 2016

12 Habits of Genuine People

- Travis Bradberry, Forbes   

 

There’s an enormous amount of research suggesting that emotional intelligence (EQ) is critical to your performance at work. TalentSmart has tested the EQ of more than a million people and found that it explains 58% of success in all types of jobs.

People with high EQs make $29,000 more annually than people with low EQs. Ninety percent of top performers have high EQs, and a single-point increase in your EQ adds $1,300 to your salary. I could go on and on.

Suffice it to say, emotional intelligence is a powerful way to focus your energy in one direction with tremendous results.

But there’s a catch. Emotional intelligence won’t do a thing for you if you aren’t genuine.
A recent study from the Foster School of Business at the University of Washington found that people don’t accept demonstrations of emotional intelligence at face value. They’re too skeptical for that. They don’t just want to see signs of emotional intelligence. They want to know that it’s genuine—that your emotions are authentic.

According to lead researcher Christina Fong, when it comes to your coworkers,
“They are not just mindless automatons. They think about the emotions they see and care whether they are sincere or manipulative.”

The same study found that sincere leaders are far more effective at motivating people because they inspire trust and admiration through their actions, not just their words. Many leaders say that authenticity is important to them, but genuine leaders walk their talk every day.

It’s not enough to just go through the motions, trying to demonstrate qualities that are associated with emotional intelligence. You have to be genuine.

You can do a gut check to find out how genuine you are by comparing your own behavior to that of people who are highly genuine. Consider the hallmarks of genuine people and see how you stack up.

“Authenticity requires a certain measure of vulnerability, transparency, and integrity.”
–Janet Louise Stephenson

1. Genuine people don’t try to make people like them. Genuine people are who they are. They know that some people will like them, and some won’t. And they’re OK with that. It’s not that they don’t care whether or not other people will like them but simply that they’re not going to let that get in the way of doing the right thing. They’re willing to make unpopular decisions and to take unpopular positions if that’s what needs to be done.
Since genuine people aren’t desperate for attention, they don’t try to show off. They know that when they speak in a friendly, confident, and concise manner, people are much more attentive to and interested in what they have to say than if they try to show that they’re important. People catch on to your attitude quickly and are more attracted to the right attitude than what or how many people you know.

2. They don’t pass judgment. Genuine people are open-minded, which makes them approachable and interesting to others. No one wants to have a conversation with someone who has already formed an opinion and is not willing to listen.

Having an open mind is crucial in the workplace, as approachability means access to new ideas and help. To eliminate preconceived notions and judgment, you need to see the world through other people’s eyes. This doesn’t require you to believe what they believe or condone their behavior; it simply means you quit passing judgment long enough to truly understand what makes them tick. Only then can you let them be who they are.

3. They forge their own paths. Genuine people don’t derive their sense of pleasure and satisfaction from the opinions of others. This frees them up to follow their own internal compasses. They know who they are and don’t pretend to be anything else. Their direction comes from within, from their own principles and values. They do what they believe to be the right thing, and they’re not swayed by the fact that somebody might not like it.

4. They are generous. We’ve all worked with people who constantly hold something back, whether it’s knowledge or resources. They act as if they’re afraid you’ll outshine them if they give you access to everything you need to do your job. Genuine people are unfailingly generous with whom they know, what they know, and the resources they have access to. They want you to do well more than anything else because they’re team players and they’re confident enough to never worry that your success might make them look bad. In fact, they believe that your success is their success.

5. They treat everyone with respect.Whether interacting with their biggest clients or servers taking their drink orders, genuine people are unfailingly polite and respectful. They understand that no matter how nice they are to the people they have lunch with, it’s all for naught if those people witnesses them behaving badly toward others. Genuine people treat everyone with respect because they believe they’re no better than anyone else.

6. They aren’t motivated by material things. Genuine people don’t need shiny, fancy stuff in order to feel good. It’s not that they think it’s wrong to go out and buy the latest and greatest items to show off their status; they just don’t need to do this to be happy. Their happiness comes from within, as well as from the simpler pleasures—such as friends, family, and a sense of purpose—that make life rich.

7. They are trustworthy. People gravitate toward those who are genuine because they know they can trust them. It is difficult to like someone when you don’t know who they really are and how they really feel. Genuine people mean what they say, and if they make a commitment, they keep it. You’ll never hear a truly genuine person say, “Oh, I just said that to make the meeting end faster.” You know that if they say something, it’s because they believe it to be true.

8. They are thick-skinned. Genuine people have a strong enough sense of self that they don’t go around seeing offense that isn’t there. If somebody criticizes one of their ideas, they don’t treat this as a personal attack. There’s no need for them to jump to conclusions, feel insulted, and start plotting their revenge. They’re able to objectively evaluate negative and constructive feedback, accept what works, put it into practice, and leave the rest of it behind without developing hard feelings.

9. They put away their phones. Nothing turns someone off to you like a mid-conversation text message or even a quick glance at your phone. When genuine people commit to a conversation, they focus all of their energy on the conversation. You will find that conversations are more enjoyable and effective when you immerse yourself in them. When you robotically approach people with small talk and are tethered to your phone, this puts their brains on autopilot and prevents them from having any real affinity for you. Genuine people create connection and find depth even in short, everyday conversations. Their genuine interest in other people makes it easy for them to ask good questions and relate what they’re told to other important facets of the speaker’s life.

10. They aren’t driven by ego. Genuine people don’t make decisions based on their egos because they don’t need the admiration of others in order to feel good about themselves. Likewise, they don’t seek the limelight or try to take credit for other people’s accomplishments. They simply do what needs to be done without saying, “Hey, look at me!”

11. They aren’t hypocrites. Genuine people practice what they preach. They don’t tell you to do one thing and then do the opposite themselves. That’s largely due to their self-awareness. Many hypocrites don’t even recognize their mistakes. They’re blind to their own weaknesses. Genuine people, on the other hand, fix their own problems first.

12. They don’t brag. We’ve all worked with people who can’t stop talking about themselves and their accomplishments. Have you ever wondered why? They boast and brag because they’re insecure and worried that if they don’t point out their accomplishments, no one will notice. Genuine people don’t need to brag. They’re confident in their accomplishments, but they also realize that when you truly do something that matters, it stands on its own merits, regardless of how many people notice or appreciate it.

Bringing It All Together
Genuine people know who they are. They are confident enough to be comfortable in their own skin. They are firmly grounded in reality, and they’re truly present in each moment because they’re not trying to figure out someone else’s agenda or worrying about their own.


http://www.forbes.com/sites/travisbradberry/2016/05/10/12-habits-of-genuine-people/


Sunday, July 17, 2016

What CEOs are reading


Dominic Barton, Managing Director, McKinsey

1.           The Black Prince of Florence: The Spectacular Life and Treacherous World of Alessandro de’ Medici — Catherine Fletcher (Bodley Head, 2016; nonfiction)
2.           The European Identity: Historical and Cultural Realities We Cannot Deny — Stephen Green (Haus Publishing, 2016; nonfiction)
3.           China’s Mobile Economy: Opportunities in the Largest and Fastest Information Consumption Boom — Winston Ma (John Wiley & Sons, 2016; nonfiction)
4.           The Seventh Sense: Power, Fortune, and Survival in the Age of Networks — Joshua Cooper Ramo (Little, Brown and Company, 2016; nonfiction)

Carl Bass, CEO, Autodesk

1.           Emerald Mile: The Epic Story of the Fastest Ride in History Through the Heart of the Grand Canyon—Kevin Fedarko (Scribner, 2014; nonfiction)
2.           Ordinary Grace—William Kent Krueger (Atria Books, 2014; fiction)
3.           Out Stealing Horses: A Novel—Per Petterson (Picador, 2008; fiction)
4.           Fundamentals of Press Brake Tooling—Ben Rapien (Hanser, 2010; nonfiction)

Hakeem Belo-Osagie, Chairman, Etisalat Nigeria

1.           Success and Luck: Good Fortune and the Myth of Meritocracy—Robert H. Frank (Princeton University Press, 2016; nonfiction)
2.           Shoe Dog: A Memoir by the Creator of Nike—Phil Knight (Scribner, 2016; nonfiction)
3.           History’s People: Personalities and the Past—Margaret MacMillan (House of Anansi Press, 2015; nonfiction)
4.           The Tea Party and the Remaking of Republican Conservatism—Theda Skocpol and Vanessa Williamson (Oxford University Press, 2013; nonfiction)

Jamie Dimon, CEO & President, JPMorgan Chase

1.           The Conservative Heart: How to Build a Fairer, Happier, and More Prosperous America—Arthur C. Brooks (Broadside Books, 2015; nonfiction)
2.           Ronald Reagan—Jacob Weisberg (Times Books, 2016; nonfiction)

Reid Hoffman, Executive Chairman, LinkedIn

1.           The Inner Lives of Markets: How People Shape Them—And They Shape Us—Ray Fisman and Tim Sullivan (PublicAffairs, 2016; nonfiction)
2.           More Human: Designing a World Where People Come First—Steve Hilton with Jason and Scott Bade (WH Allen, 2015; nonfiction)
3.           The True Believer: Thoughts on the Nature of Mass Movements—Eric Hoffer (HarperCollins Publishers, 2010; nonfiction)
4.           This Brave New World: India, China and the United States—Anja Manuel (Simon & Schuster, 2016; nonfiction)
5.           The Gene: An Intimate History—Siddhartha Mukherjee (Scribner, 2016; nonfiction)
6.           The Seventh Sense: Power, Fortune, and Survival in the Age of Networks—Joshua Cooper Ramo (Little, Brown & Company, 2016; nonfiction)

Andrew N. Liveris, Chairman, Dow

1.           The Intelligent Investor: The Definitive Book on Value Investing—Benjamin Graham (Harper Business, 2006; nonfiction)
2.           The First Clash: The Miraculous Greek Victory at Marathon and Its Impact on Western Civilization—James Lacey (Bantam, 2013; nonfiction)
3.           Australia’s Second Chance—George Megalogenis (Penguin Books Australia, 2015; nonfiction)

Carlo Messina, CEO & managing Director, Intesa Sanpaolo

1.           When Breath Becomes Air—Paul Kalanithi (Random House, 2016; nonfiction)

Phuthuma Nhleko, CEO & Executive Chairman, Mobile Telephone Networks

2.           The Life of the Mind—Hannah Arendt (Mariner Books, 1981; nonfiction)
3.           The End of Alchemy: Money, Banking, and the Future of the Global Economy—Mervyn King (W.W. Norton & Company, 2016; nonfiction)

Chuck Robbins, CEO, Cisco

1.           Tattoos on the Heart: The Power of Boundless Compassion—Gregory Boyle (Free Press, 2011; nonfiction)
2.           Five Presidents: My Extraordinary Journey with Eisenhower, Kennedy, Johnson, Nixon, and Ford—Clint Hill and Lisa McCubbin (Gallery Books, 2016; nonfiction)
3.           The Seventh Sense: Power, Fortune, and Survival in the Age of Networks—Joshua Cooper Ramo (Little, Brown and Company, 2016; nonfiction)

Roberto Setubal, CEO, Itaú Unibanco

1.           The Man Who Loved Dogs: A Novel—Leonardo Padura (Farrar, Straus and Giroux, 2015; fiction)
2.           Fault Lines: How Hidden Fractures Still Threaten the World Economy—Raghuram G. Rajan (Princeton University Press, 2011; nonfiction)
3.           The Spinoza Problem: A Novel—Irvin D. Yalom (Basic Books, 2013; fiction)

Risto Siilasmaa, Chairman, Nokia

1.           Superintelligence: Paths, Dangers, Strategies—Nick Bostrom (Oxford University Press, 2014; nonfiction)
2.           Who Gets What—and Why: The New Economics of Matchmaking and Market Design—Alvin E. Roth (Eamon Dolan/Houghton Mifflin Harcourt, 2015; nonfiction)
3.           Cryptonomicon—Neal Stephenson (Avon Books, 2002; fiction)
4.           Global Energy Interconnection—Zhenya Liu (Academic Press, 2015; nonfiction)
5.           花木—the Chinese folk tale of Mulan (fiction, in Mandarin)

Wendell P. Weeks, Chairman, Corning

1.           The Seventh Sense: Power, Fortune, and Survival in the Age of Networks—Joshua Cooper Ramo (Little, Brown and Company, 2016; nonfiction)
2.           The Gilead trilogy, comprising Gilead, 2006; Home, 2009; and Lila, 2015—Marilynne Robinson (Picador; fiction)
3.            Search Inside Yourself: The Unexpected Path to Achieving Success, Happiness (and World Peace)—Chade-Meng Tan (HarperOne, 2014; nonfiction)


http://www.mckinsey.com/global-themes/leadership/what-ceos-are-reading?cid=other-eml-alt-mip-mck-oth-1607

My First Pick:
When Breath Becomes Air—Paul Kalanithi &
 The Seventh Sense: Power, Fortune, and Survival in the Age of Networks—Joshua Cooper Ramo