Delves into an inquiry, between January 1993 and June 1995, on the likely nature of ‘Tomorrow's Company’ within the UK with the involvement of hundreds of companies and thousands of businessmen and women. Finds that there are too few world‐class companies in the UK and not enough are being...

Argues that the most successful 200 hi‐tech companies researched herein are those that used concurrent marketing techniques, and these are those that involved close integration of production management, sales management and field service operations — therefore involving fast interaction....

Provides a good illustration of the disparate strands of thinking on the subject of strategy. Highlights and discusses the descriptive schools: strategy as vision; strategy as thinking; strategy as learning; strategy as politics and power; strategy as culture and ideology; strategy as imposed...

Posits that all industries fall into three categories: the rule makers (e.g., IBM and Coca‐Cola) the rule takers (e.g., Fujitsu and McDonnell Douglas) and the rule breakers (e.g., IKEA, The Body Shop, Swatch and Southwest Airlines). Proposes ten principles that can help companies release ideas...

Declares that, although employees and employers used to have a work relationship, with regard to mutual interest and lifetime employment through good performance and loyalty, this idea was abandoned by employers in the 1980s as they tried to limit job security expectations. Lists 8 points that...

Posits that the pace of change now means that strategy implementation needs a more co‐ordinated approach than previously was the case. Says that it is common for senior managers to set corporate missions and strategic objectives and then to leave implementation to divisional, regional or...

Discusses the surge of interest in hi‐tech shares fuelled by dot.com mania. Flags up that most mergers and acquisitions fail to achieve their originally intended benefits — even though this is ignored at times. Looks at Jack Welch, CEO of General Electric (GE) and the way that, in the last...

Profiles two types of technological change — sustaining and disruptive. Employs an inset of definitions explaining technology, innovation, sustaining technologies and disruptive technologies. States a lack of understanding about the strategic difference between sustaining and disruptive...

Covers change in organizations and highlights three in particular: BT payphones; Citibank; and Hewlett‐Packard, using insets to show level of change, initial response, movement and new situations. Discusses research findings and unveils a variety of factors that affect how change initiatives...