Matthew Budman

I'm author of the forthcoming Book Collecting Now: The Value of Print in a Digital Age. As an editor and freelance writer, I've spent my life immersed in words, and it's great to have a place to put many of them. Here are most of my post-college bylined articles, organized loosely by category, including a section with entire issues of The Conference Board Review, which I edited for six years.

The Conference Board Review

Can We Turn Back the Rising Tide of Incompetence?

You know who they are. And if you don’t know, be assured that everyone else does. They’re the incompetents. And they’re everyone’s greatest frustration: This department would run so well if it weren’t for that guy. In almost any division, department, office, there’s a weak link—someone who has to be worked around, someone everyone knows never to involve in key projects, someone who makes everyone’s life a little more difficult, someone who holds back the rest of the group.
The Conference Board Review

Men Not at Work: Q&A with Hanna Rosin

“For women, there’s still the question of diversity at the very top,” says Hanna Rosin, and indeed, articles and books continue to lament how few female CEOs and directors populate the corner offices of corporate America. But just a level or two down, women not only have achieved equity—in many industries and professions, they have surpassed men, and that fact has enormous implications for both employers and employees. Rosin’s new book, "The End of Men and the Rise of Women" (Riverhead), ventures far beyond the workplace, but that’s where the story begins: with male-dominated professions waning and men failing to adapt to new economic realities. The result is men losing power and authority both at work and at home. Even as ambitious women continue to struggle with “having it all” issues of balancing careers and family, men increasingly grapple with an unfamiliar feeling of dispossession.
The Conference Board Review

Openers: Corporate Unsustainability

To many people outside the business world, sustainability is just corporatespeak for environmental concerns. Inside, its meaning keeps expanding to encompass every point at which an organization interacts with the rest of the world—supply chains, product life cycles, risk. Indeed, for many companies, after years of work reducing emissions and waste, it’s easy being green—it’s everything else that’s a problem.
The Conference Board Review

A Higher Consciousness: Q&A with Whole Foods co-CEO John Mackey

“Do you know how most corporations get their mission statement?” John Mackey asks. “They hire consultants who come in and write it for them. So it’s not authentic; it didn’t come out of the essence of what that business is.” Mackey, cofounder and co-CEO of Whole Foods, is severely critical of business as traditionally practiced. Basically, he’d like every company to be run as his own is: highly collaborative, egalitarian, empowering, green, and closely integrated with the community—in other words, conscious. Businesses that are so enlightened, he insists, will not only outperform competitors that look no further than the stock ticker—they will rescue society from its various ills. Mackey has spent the last thirty-plus years building a company epitomizing these values and the last several evangelizing to the world in speeches and at conferences; with "Conscious Capitalism: Liberating the Heroic Spirit of Business" (Harvard Business Review Press), written with Raj Sisodia, he expands his thinking to book length. “We believe,” they write, “that the way forward for humankind is to liberate the heroic spirit of business and our collective entrepreneurial creativity so they can be free to solve the many daunting challenges we face.”
The Conference Board Review

Balancing Act: Q&A with Gen. George Casey, U.S. Army chief of staff

These are turbulent times for the U.S. Army, a massive organization that’s still not quite big enough to handle the extraordinary demands being placed on it. As chief of staff, Gen. George W. Casey Jr. is on the hook for recruiting, training, and retaining troops to fight two wars—and planning for any number of unforeseen crises—all while operating at a level of accountability and transparency that your average Fortune 500 CEO would find untenable.
Fine Books & Collections

The Lost Evening: Drinking the Night Away with Hemingway and Bailey

It was a warm summer night and we walked into the bar and started looking for the men we were supposed to meet and one of them saw us and walked over. "Matthew?" he said. "Mark Bailey." He looked a little tight already even though no one had started drinking yet and we followed him to a table where his partner sat and the partner stood up and put out his hand. "Eddie Hemingway," he said.
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