Discusses how Womack and Jones' (1991) book, ‘The Machine that Changed the World’ found the gaps in productivity quality and time between Western and Japanese car firms, and showed a better way to organize and manage customer relations, the supply chain, product development and production...

Investigates the production sequence of cola cans (and their contents) from the raw process of the liquid to the final filling and arrival at the warehouse of the supermarket's distribution centres, and from there to individual stores. Sums up that consumers are more likely to argue about which...

Declares that strategy helps firms prepare for the future as it allows managers to identify, and then take, opportunities to add value to their customers. Advocates that the value chain concept is built around the idea that value is added — in sequence — by suppliers along the chain....

States that, despite what many a business school's curriculum or management consultant's product may suggest, management does not fit easily into discrete packages. Posits partnering brings all the benefits of collaborative working, agreed objectives, mutual learning, creativity and innovation,...

Describes category management as a US invention based on the concept of a business partnership between two naturally adversarial groups — specifically, retailers and manufacturers. Asserts category management partnerships remain rare — even those companies who have taken the greatest steps...

Argues that outsourcing inevitably impacts on a range of organizational characteristics and their dynamic balance. States that though there are arguments in favour of outsourcing these are based on analysis of the system's formal side — which contain the technology‐based sub‐systems...

Concentrates on Marks & Spencer, which is frequently quoted as a textbook example of good management practice — although started in 1884 by a man who could neither read nor write English (Michael Marks, 19, a Russian émigré). Gives full descriptions of how the business started in Leeds —...

Details that, as a response to the 1973 oil crisis Royal Dutch/Shell, the joint Anglo‐Dutch international company (formed 1907) diversified into metals, nuclear power and several other new business areas — but some of these proved problematical. Looks at some of Shell's moves in various...

States that personal development activities are not integrated with the development of organizational structures and processes. Contends that people running organizations need two key skills — learning continuously, and giving direction — most people at the top have not been trained in...

Profiles Professor Reg Revans — the father of action learning — who does not seem to have been given the recognition he deserves in the UK, and aims to put the record straight here. Contends that many of Revans' ideas have been picked up and incorporated, over time, into a lot of today's...