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...

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...

Investigates downsizing and its effects on the people involved. Looks at the psychological effects of downsizing on three groups of people: the victims — those who suddenly lose their job; the survivors — the ones left in a shrunken organization, often carrying out their redundant colleagues'...

States there is a link between the level of employee satisfaction and business performance in many of the world's leading companies — therefore engaging employee's commitment is the priority for organizations that wish to achieve/sustain leadership in industries and markets. Research by ISR...

Concentrates on the UK's Crown Agents, founded in the 1830s, to procure goods on behalf of the British Crown Colonies — currently it serves or operates in 150 countries worldwide and now provides a wide range of services abroad. Contends Crown Agents has had to learn to be alert to donor...

Concentrates on 3M, a US company founded in 1902 in which, from the beginning, innovation was necessary. Chronicles that 3M (from the Minnesota Mining and Manufacturing Company) employs 86,000 people in more than 60 countries with yearly revenues of US$115 billion on average. Discusses...

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;...

Argues that, in today's business climate, three levels of leadership are now emerging which replace single leaders, they are: team leaders — responsible for between 8 and 12 people; operational leaders — responsible for a sizeable area of the business; and strategic leaders — responsible...

Discusses how CEOs are appointed and shows the actual process is fraught with uncertainty and problems. Looks at the first five stages of their suggested management succession cycle, using some 30 interviews in the UK with CEOs and chairmen plus top managers, these five stages are: planning; the...

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...