Declares that the Internet has changed how companies impart information to potential customers, as companies can now reach large numbers of people with lots of information designed individually for them. Looks at competing on reach, relationship and richness. Confirms the clear message to...

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...

Contends that, on average, US corporations shed half their customers in five years and the same amount of employees in four years, plus 50% of investors in one year, stunting corporate performance by 25% or more. Believes that the cure is to create a self‐enforcing virtuous circle based on...

Submits that, just as there is a product life cycle so too there is a life cycle for CEOs to pass through. Recounts that there is a three‐stage life cycle that CEOs go through: the period of entry; the period of consolidation; and the period of decline. States that chief executives are...

Suggests that multinationals' big problem is a lack of leadership talent and that it is increasingly difficult to find and keep the right people needed to run operations in emerging markets. Highlights Shell and Honeywell in shaded boxes for examples of retaining talent. Concludes multinationals...

Addresses retention of top staff and discusses how to do this for the benefit of both parties — especially for senior executives. Believes recognition of talent is very important, as it is the number one source of competitive advantage. Spotlights four colour panels with various examples and...