Human resources development in the 1990s faces both a challenge and an opportunity: how does it become a key player in helping to implement business strategy? Motorola and 3M have been successful in developing senior management skills and talent in ways which closely support overall business...

Western managers are being trained to take a less confrontational approach to business ‐ ironically by learning the principles of a Japanese martial art. Highlights the lessons of aikido.

While the number of women in management is increasing, they are not reaching top jobs in anything like the numbers they should. Women‐only management courses have been tried as a way of overcoming the problem. Explores the advantages and drawbacks.

Describes a highly tailored management development process of the entire marketing group of Lloyds Bank Insurance Services Division, UK, in which learning projects were a key feature. Discusses the objectives of the projects for the directors, middle managers and junior managers involved, the...

Companies in declining industries can still be successful, as the experience of Toray of Japan, the world’s largest textile firm, demonstrates. Describes how training has helped to keep Toray on top.

Presents a case study of work done at UK telephone company Mercury One 2 One on defining management competences and using them to support company goals.

A number of leading US firms have gained substantial benefits from process‐redesign efforts; global best practices are in place and efficiencies have been won. In recent years, process management has been maturing at firms like Corning, Du Pont, the Gartner Group, Hewlett‐Packard, Marion...

Computer‐based training has been around for a while, but available technology has limited its impact. Recently, more powerful personal computers (PCs), laser‐disk storage and better graphics have allowed this tool to support a learning organization. This article explains how.

It has become almost a cliché to say that successful companies make the best use of the talents of their individual employees. But how does a firm actually go about capturing and sharing more effectively the knowledge which already exists within it? Provides some answers.

Dutch multinational Philips Electronics went through a crisis in 1990, as its share price plunged. Operation Centurion was launched. The programme, which takes a long‐term view, aims to create a winning company through learning. Discusses the main elements of the programme, and considers the...