Contends, that thought competitive, business is not the same as sport, as all kinds of sport have a time limit of some kind involved and usually a win, loss or draw ensues and the game finishes. States that business does not run like this, as it is usually an endless, grinding business with...

Endeavours to show that human resource managers (HRM) should be involved in business strategy and should be more ‘business‐oriented’. Acknowledges that there is a tendency to see HRM in just two forms ‐ the ‘hard line’ and the ‘soft’ approach — the first built around the belief...

Analyses ICL (formerly International Computers, Ltd), founded in 1968, which was taken over (90.1%) by Fujitsu, that operates in over 80 countries and employs 21,000 people — mostly in Europe. Believes that implementing knowledge management — as a key business process — can aid in...

Regards East Asian dynamism as a world ‘locomotive’ to which the West should link its enterprise — even though there may be some suspicion involved. Fears an army of ‘juggernauts’ from the Pacific Rim will destroy Western companies and economies unless governments involved themselves...

Advises that strategic, financial and implementation analysis should be united into a single process of acquisition planning and due diligence. Accepts that acquisitions frequently destroy more value than they create. Recommends linking the underlying strategy, with the anticipated source of...

Acknowledges Peter Drucker's place as a guru in management theory or business trend, well ahead of his peers. Discusses his part in developing the idea of privatization in the UK, as far back as 1970, in a Conservative Party policy document. Posits that management's biggest challenge is ‘what...

Looks at business alliances and how the headline makers are already big players, e.g. General Electric and Pratt & Whitney — combining to fight Rolls‐Royce; Mobil and BP in Europe, and so it goes on — inside and outside industry boundaries and round the world. Proposes that many of today's...

Evaluates the Five Partners Model (also known as the Flagship Model) that challenges traditional models of competition. States the flagship firm should consist of leadership to a vertically integrated chain of businesses with which it has established key relationships. Describes the role of each...

Aims to promote the clear strategic thinking from which it is believed effective strategy arises. Discusses the approach of Harvard Business School's Michael Porter to business strategy and industrial economics. States the aims of a firm's strategy are to decide its goals and the means by which...

Looks at business webs, believing that building a powerful team of partners is essential to provide the revolutionary new offerings or value propositions that enable newcomers to outmanoeuvre industry leaders. Describes business webs in full, and gives common features in eight parts, using 6...