People who start new businesses vary in the degree of entrepreneurial talent and temperament they possess. The same is true of strategic leaders and intrapreneurs inside large organisations, where entrepreneurial people are required to champion the change agenda in dynamic and turbulent...

Creativity underpins innovation; innovation underpins enterprise. In the business world it is enterprises, not ideas or products on their own, that make money. Much attention is given to new product development and to processes of innovation. Indeed, there are increasingly popular techniques to...

Reinforces the argument that strategic and competitive success demands competence at three levels: content, change and learning. Notes that to achieve this, organizations must draw on a range of generic competences and develop an appropriate mix and measure, and that if they can achieve this...

Looking at organizational decision and choices in the 1990s, it is tempting to conclude that we live in an era of focus and downsizing. The time of the conglomerate has passed. Downsizing can always be justified to improve efficiency, but only if it is really rightsizing to prepare a strong base...