Contends, that thought competitive, business is not the same as sport, as all kinds of sport have a time limit of some kind involved and usually a win, loss or draw ensues and the game finishes. States that business does not run like this, as it is usually an endless, grinding business with...

Suggests six lines to imply that one can find unoccupied territory by looking across the usual boundaries of competition, look across: substitute industries; strategic groups within industries; buyer groups; complementary offerings; the functional/emotional appeal to buyers; and across time....

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...

Investigates the stages that precede a disaster, switching the emphasis from the role of the emergency services to the responsibilities of management. Investigates three UK disasters: the collapsing colliery tip at the Welsh village of Aberfan in 1966; a collision at an automatic railway crossing at...

Reflects on how organizations that are acknowledged leaders in the field of risk management, have achieved pre‐eminent positions. Acknowledges risk‐based auditing is still in its formative stages and so identification of best practice is an inexact science — but there are three important...

Suggests that, for managers, crises are not attractive as they cost money, damage careers, threaten livelihoods and sometimes actually take lives. States risk is the precursor of crisis or, put another way, behind crisis lies a wrongly identified risk assessment. Looks at how the world has...

Discusses criticisms of downsizing and its perceived demise. Spells out that perhaps downsizing has not led to the gains in productivity that it should do, and has therefore led to damaged employee morale. Produces evidence that 40% of executives were unhappy with the results of downsizing....

Spotlights BUPA, the UK's leading light in independent healthcare, which has 45% of the private medical insurance market, in addition to a leading private healthcare business in Spain, and 29 private hospitals and 30 nursing homes in the UK. Shows how BUPA has been using the balanced scorecard...

Presents a short but concise piece on why existing measurement systems are ineffective at best and counter‐productive, with regard to changing performance measurement systems away from older hierarchical structures. Gives four guiding principles to help with this change. Acknowledges that...

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...