When Robert D. Krebs joined the ranks of Southern Pacific Railroad in 1966, the industry had been in decline for decades, and the future of trains was in peril. Despite these obstacles, Krebs fell in love with the rugged, competitive business of railroads and was determined to overcome its resistance to change and put rail transportation back on track. Riding the Rails details Krebs' rise to a position of influence in the recovery of America's railroads and offers a unique insider's view into the boardrooms where executives and businessmen reimagined transportation in the US.

Geoffrey H. Doughty, Jeffrey T. Darbee, and Eugene E. Harmon explore the fascinating history of this popular institution and tell a tale of a company hindered by its flawed origin and uneven quality of leadership, subjected to political gamesmanship and favoritism, and mired in a perpetual philosophical debate about whether it is a business or a public service. Featuring interviews with former Amtrak presidents, the authors examine the current problems and issues facing Amtrak and their proposed solutions.

Nothing Like It in the World is the story of the men who built the transcontinental railroad. In Ambrose's hands, this enterprise comes to life. The U.S. government pitted two companies - the Union Pacific and the Central Pacific railroads - against each other in a race for funding, encouraging speed over caution. As its peak the work force approached the size of Civil War armies, with as many as 15,000 workers on each line. The surveyors, the men who picked the route, lived off buffalo, deer, and antelope.

The Pennsylvania and the New York Central railroads helped to develop central Pennsylvania as the largest source of bituminous coal for the nation. By the late 19th century, the two lines were among America’s largest businesses and would soon become legendary archrivals. The Pennsylvania Railroad (PRR) first arrived in the 1860s. Within a few years, it was sourcing as much as four million tons of coal annually from Centre County and the Moshannon Valley and would continue do so for another quarter century.

In Last Train to Texas, author Fred W. Frailey examines the workings behind the railroad industry and captures incredible true stories along the way. Come along with Frailey as he travels the world, one railroad at a time. Whether it's riding the Canadian Pacific Railway through a blizzard, witnessing a container train burglary in the Abo Canyon, or commemorating a poem to Limerick Junction in Dublin, Ireland, Frailey's journeys are rife with excitement and the occasional mishap.

Hunter Harrison, the revolutionary railroader from Memphis, dramatically turned four publicly traded companies into cash machines. Starting as a laborer when he was a wayward teenager, Harrison spent a half century in the rail business and nearly two decades running Illinois Central, Canadian National, Canadian Pacific, and CSX. Railroader offers insights into running all businesses. Howard Green’s highly personal biography is deeply researched, based on conversations with Harrison over several years.

In the 1850s, gold fever swept the West, but people had to walk, sail, or ride horses for months on end to seek their fortune. The question of faster, safer transportation was posed by national leaders. But with 1,800 miles of seemingly impenetrable mountains, searing deserts, and endless plains between the Missouri River and San Francisco, could a transcontinental railroad be built? It seemed impossible.

The transcontinental railroads of the late 19th century were the first corporate behemoths. Their attempts to generate profits from proliferating debt sparked devastating panics in the US economy. Their dependence on public largess drew them into the corridors of power, initiating new forms of corruption. Their operations rearranged space and time, and remade the landscape of the West. As wheel and rail, car and coal, they opened new worlds of work and ways of life.

In 1869, when the final spike was driven into the Transcontinental Railroad, few were prepared for its seismic aftershocks. Once a hodgepodge of short, squabbling lines, America's railways soon exploded into a titanic industry helmed by a pageant of speculators, crooks, and visionaries. The vicious competition between empire builders such as Cornelius Vanderbilt, Jay Gould, J. P. Morgan, and E. H. Harriman sparked stock market frenzies, panics, and crashes; provoked strikes; transformed the nation's geography; and culminated in a ferocious two-man battle....

At the end of 2008, Ford Motor Company was just months away from running out of cash. With the auto industry careening toward ruin, Congress offered all three Detroit automakers a bailout. General Motors and Chrysler grabbed the taxpayer lifeline, but Ford decided to save itself. Under the leadership of charismatic CEO Alan Mulally, Ford had already put together a bold plan to unify its divided global operations, transform its lackluster product lineup, and overcome a dys­functional culture of infighting, backstabbing, and excuses.

Jack Welch lifted GE from a conglomerate with a market value of about $12 billion to one of the world's largest and most widely-admired companies, with a market value of more than $500 billion. In Jack, the author reveals the strategies and philosophies that put him at the top.

Almost 10 years ago, Bloomberg journalist Brad Stone captured the rise of Amazon in his best seller The Everything Store. Since then, Amazon has expanded exponentially, inventing novel products like Alexa and disrupting countless industries, while its workforce has quintupled in size and its valuation has soared to nearly two trillion dollars.

When André de Ruyter took over as Eskom CEO in January 2020, he quickly realised why it was considered the toughest job in South Africa. Aside from neglected equipment, ageing power stations and an eroded skills base, he discovered that Eskom was crippled by corruption on a staggering scale. De Ruyter takes the listener inside the boardrooms and government meetings where South Africa’s future is shaped, with ministers often pulling in conflicting directions, and candidly reflects on his three years at the power utility.

In 1990, IBM had its most profitable year ever. By 1993, the company was on a watch list for extinction, victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.

Just as Steve Coll told the story of globalization through ExxonMobil and Andrew Ross Sorkin told the story of Wall Street excess through Too Big to Fail, Christopher Leonard’s Kochland uses the extraordinary account of how the biggest private company in the world grew to be that big to tell the story of modern corporate America.