<div><strong><em>800-CEO-READ BESTSELLER</em></strong><br />
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<strong><em>Featured in </em></strong><strong>Fortune<em>, </em>Harvard Business Review<em>, and </em>Entrepreneur<em>, </em>Go Long<em> is </em></strong><strong><em>&ldquo;mandatory reading for the CEOs and boards of all public companies,&rdquo; according to David M. Rubenstein, co-founder and co-executive chairman of The Carlyle Group.</em></strong><br />
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<em>The lifespans of companies are growing shorter each day. Why do some companies thrive and grow, while others fail? </em><br />
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Inspired by the CEO Academy^&reg;, the annual off-the-record gathering of chief executives organized by the authors,&nbsp;<strong><em>Go Long</em></strong>&nbsp;reveals how some of the world&rsquo;s most prominent business leaders resisted short-term pressures to successfully manage their organizations for the long term, and in turn, aim to create more jobs, more satisfied customers, and more shareholder wealth.<br />
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In&nbsp;<strong><em>Go Long</em></strong>, authors Dennis Carey, Brian Dumaine, Michael Useem, and Rodney Zemmel take you behind-the-scenes to witness the business decisions that are enabling leading organizations to outsmart and outlast the competition.<br />
Why did CEO <strong>Larry Merlo</strong> allow <strong>CVS</strong> to take a $2 billion hit&mdash;on purpose?
<ul><li>How did former CEO <strong>Alan Mulally</strong> maneuver <strong>Ford&rsquo;s</strong> $48 billion turnaround?</li><li>How did director <strong>Maggie Wilderotter</strong> and her fellow board members engage top management to embark on an unusual exercise to help <strong>Hewlett Packard Enterprise</strong> build a long-term strategy?</li><li>Why did former CEO <strong>Paul Polman</strong> turn back to <strong>Unilever&rsquo;s</strong> original mission of leading with a purpose to fuel profits?</li><li>How did former <strong>Verizon</strong> CEO <strong>Ivan Seidenberg</strong> convince his investors and board to allow him to make a $150 billion bet?</li><li>How did former <strong>CEO George Buckley</strong> find a way to address investor calls for <strong>3M</strong> to spend less on research and development while still finding a way to innovate?</li></ul>These leaders argue that a short-term mindset might satisfy investors for this quarter or next, but there&rsquo;s a heavy price to be paid. Instead, they argue, long-term thinking is your best short-term strategy.</div>