Reviews some changes occurring in investor or shareholder power and the effects those changes have been having in the USA, the UK, Germany and France. Believes that UK and European shareholders are flexing their muscles in unfamiliar ways. Looks at various pension schemes and gives a brief...

Investigates the shareholder value approach as a corporate management central objective. Alludes to the similar cultural patterns in other, well‐established economies of the English‐speaking world such as: Canada, New Zealand and Australia. Identifies three different approaches to corporate...

Acknowledges Peter Drucker's place as a guru in management theory or business trend, well ahead of his peers. Discusses his part in developing the idea of privatization in the UK, as far back as 1970, in a Conservative Party policy document. Posits that management's biggest challenge is ‘what...

Specifies that many managers see themselves as inhibited and trapped through being in a mature slow‐growth business, in stagnant, dead‐in‐the‐water industries. Highlights three US companies trying to break out of this trap: Chrysler — the minivan was introduced into the dying...

Argues that, of three different growth strategies revealed in a recent study, only one leads to substantial growth and specifies these three as: radical growth — most admired by the business press; rational growth — sounder than radical growth; robust growth — companies which follow this...

Spotlights South Korean car and vehicle manufacturer Daewoo (meaning ‘the whole universe’), the 30th largest industrial corporation in the world. Recounts that Daewoo announced, in May 1994, that it was to make a UK launch in early 1995, recruiting 75–100 dealers, but was warned of...

Wonders why the UK has such poor innovative performance, after being the leading GDP country in the 19th century and now standing at 17th place. Looks at an innovation unit, set up by the Department of Trade and Industry, which believes that: successful innovation is culture‐based; innovation...

Discusses the seven basic sources of opportunities to innovate — only one of which is with regard to inventing something new — as discussed in Peter Drucker's ‘Innovation and Entrepreneurship’ (1994). Lists the seven sources as: the unexpected; incongruities; process need; industry and market...

Discusses creativity and how it is hard work even for the best creatives. Aligns it with the jazz term ‘jam’ in that it means taking theme, question, notion, whim, idea and pass it around to get the full picture. States creativity is the entire process by which ideas are generated, developed...

Details that stock‐market valuations of many companies reflect values of intangible intellectual assets — but in thee firms managers can rarely even define what intellectual capital is, let alone how to use or promote it for the firm's best interests. Defines codified knowledge as ‘that...