States that the nature of the workplace is changing rapidly with top‐down leadership no longer relevant. Believes that leaders have to have the kind of vision that transcends the mundane, everyday happenings. Determines leaders need to be highly principled, with integrity and unafraid of...

Underlines that economies of the OECD have become reliant on the production, distribution and use of knowledge. States that investment is high in new technology equipment and also in training and related pursuits, which is good, as there is a demand for highly skilled workers. Concludes that...

Presents a pragmatic approach to knowledge management. Points out that managers have only recently realized that they have had to rely on knowledge for all of their careers. Suggests the good news about knowledge management is that ‘common sense goes a long way’. Posits that a degree of hype...

Looks at the findings and recommendations of an Industrial Society ‘Managing Best Practice’ journal on empowerment and its implications for senior managers. Advocates that empowerment's key concepts are: giving the necessary authority responsibility and resources to those closest to the...

Profiles Warren Bennis — synonymous with the study of contemporary leadership ‐who has been, amongst other things, adviser to four US Presidents — Kennedy, Johnson, Carter and Reagan. Describes leadership as having four competencies common to it, and these are: the management of attention;...

Looks at the problems created when a new CEO is appointed and says the first 100 days are critical. Highlights six ways for chief executives to take full advantage of the fluid period occurring following a new CEO appointment, these are: start with where you want to end up; understand the lie of...

Investigates Keiretsu (or link, affiliate with, connect to) and its two forms, horizontal and vertical. Highlights a panel that explains the background to Keiretsu in Japan from 1853 up to the present day. Provides a broad overview of the priorities and perspectives, which exist between Japanese...

Determines that nowadays organizations can no longer afford to adapt gradually ‐ evolving as the environment alters. Contrasts the mechanistic process of ‘managing’ with all its overtones of risk reduction and keeping the show on the road. Lists out eight steps for leading change drawn...

Gives three key messages to give to front‐line employees and these are: communicate only facts; communicate face to face; and target front‐line supervisors. Includes, for effect and information a Figure of ‘Maslow's Hierarchy of Needs’. Recommends the need for commonsense and not to ignore...

Believes there are five possible definitions of strategy: a plan; a play; a position; a perspective; and a pattern. Suggests these can all be compatible. Chronicles the real test for managers of strategy is if they can keep the organization on a stable course but also be capable of making changes...