Based on research at Cranfield School of Management, involving 36 organizations in the UK, USA, Ireland, Greece and France and thousands of European executives, addresses such questions as: What does vision mean at the top? What is required for consistent success as a top manager? What does the...

Presents a study of correlates of divergent vision within, and sensitivity to internal issues by, top management teams across an eight‐country sample of 2,514 top managers. The outcome reveals their importance as well as remarkable similarities. Findings relate, among others, to organizational...

This study is an analysis of client‐consultant relationships centered around a large capital project, specifically in planning to build a self contained steel production plant in a country on the North African coast. The total contract value was £350m ($800m approximately). A number of...

This article attempts to give the western consultant travelling to South‐east Asia an idea of what to expect, of what will and what will not work in terms of consultancy practice.

The management development of top executives is important for the success of the entire business. Attention needs to be focused on their specific business issues and on the quality of their working relationships. Using the comments of chief executives from various different companies helpful...

Numerous commentators emphasise that, to compete successfully in today'sever-changing environment, directors need to become more flexible andinnovative in their careers and in their day-to-day work (Beardwell and Holden,2001, p. 275; Longenecker and Fink, 2001, p

Intro -- Title Page -- Copyright Page -- Contents -- Chaper 1 Understanding value -- A variety of values -- Delivery failure -- Banking without value -- Flaws of the value jungle -- Testing, testing -- Value creation -- Belief limited -- Delivered value -- Equating success -- Best formula --...