Strategy is becoming more 'open' - more transparent and more inclusive. Opening Strategy tells the story of how corporate strategists and strategy consultants have worked since the middle of the last century to open up the strategy process. First strategic planning, then strategic management, and now 'open strategy' have all brought more people into the strategy process and provided more strategic information, for the benefit of both business and society at large. Informed by interviews with corporate strategists and consultants at leading firms such as General Electric and McKinsey & Co, and drawing on the historical archives of strategy's pioneers, this book provides vivid insights into the trials and tribulations of practice change in the strategy profession. Above all, it stresses the hard work of the little recognized and sometimes eccentric individuals who have been leaders in practice change. By building on a wide range of illustrations, covering both successes and failures, the book draws out general lessons for practice innovation in strategy. Those studying the topic will be able to set standard strategy techniques in historical and social context and develop new areas for investigation, while practising executives and consultants should gain a sense of how to innovate in strategy - and how not to.

Originally published in 1989 this study examines some new facets in the development of the iron industry in the USA between 1839 and 1921 through the study of an individaul form, namely the Thoms Iron Company, one of the leading merchant furnace companies. It charts the end of the anthracite iron age and the changes which brought about the advent of open-hearth steel and integrated steel works. The book discusses the problems the managers of the firm faced with the appearance of industrial innovations which tended to undermine their firm's very existence and provided a new set of optimal conditions necessary for the survival of the firm. It provides a clear understanding of the destructive forces of industrial innovation and the place of creative entrepreneurship in the survival of the firm.

In the twenty-first century technology has become global, and firms compete using knowledge and capital. The 'traditional firm' has a need for innovation and depends on efficient knowledge management to improve productivity. This book examines five firms that produce the same commodity, white chicken meat, in different parts of the world and under very different conditions. It brings to bear the expertise and international perspectives of the author team, utilizing theoretical discussions and case studies to address the question: How do local firms use knowledge to compete in an increasingly globalized world? This book will be of interest to any postgraduate student, researcher or policymaker hoping to achieve a firmer grasp of innovation and knowledge management: a recurring and highly pertinent theme in contemporary economics.

This study of Ferranti in its last six years of a long history provides a detailed exposition of the British and American businessmen who combined to terminate one of the UK's leading defence electronics firms. Involving action in the Middle East, South Africa and Pakistan, as well as the UK and USA, this highlights the precarious nature of international arms trading.

Sometimes it's not a college degree that will make someone successful. Sometimes all it takes is a good idea, and the drive to seek the resources to help mold the idea into a plan and into reality.
"Making the Steve Jobs Movie" is a dialogue between first-time movie producer Mark Hulme and several of his professional peers about the process to take the story of Steve Jobs and his irrefutable success to the big screen. It isn't a nuts-and-bolts story of the movie industry, and it isn't a story of" what" one entrepreneur should do to make his idea come to fruition. Instead, "Making the Steve Jobs Movie" reveals an inside-look into the discussions - in essence, a "visual" "how to" - that make successful ideas into successful realities.
Joe Mancuso has more than 50 years' of experience as a successful entrepreneur and is the founder of CEO Clubs, of which Mark Hulme and his peers are members. With his help and the dialogue within "Making the Steve Jobs Movie," Mancuso shows how anyone can apply the same principals and efforts as Jobs did to Apple and how Hulme did to his movie into making their own ideas and their own businesses successful.

Drawing on an extensive array of sources – written, oral and visual – this richly illustrated volume provides a rounded social, intellectual, educational, cultural and political history of one of Africa’s foremost universities during the first phase of apartheid.

It puts a spotlight on its leaders, lecturers and learners, but its wide focus takes in many other dimensions of this heterogeneous institution’s history too – teaching and research, social, cultural and sporting life and its chequered relationship with the apartheid state, ranging from formal opposition and protest and students’ growing defiance culminating in the sit-in of 1968, to ambivalence and willing collaboration. All of these it weaves together into a many-sided whole to produce an elegant, accessible and nuanced study of the operation of UCT as apartheid began to be imposed on South Africa.

Howard Phillips gives us a pioneering and definitive history of the period. And one which will occupy pride of place on the bookshelves of the academics and the thousands of alumni who helped shape this history and the many ordinary Capetonians touched by Varsity.

Lukens Steel was an extraordinary business that spanned two centuries of American history. The firm rolled the first boiler plate in 1818 and operated the largest rolling mills in America in 1890, 1903, and 1918, Later it worked on the Manhattan Project and built the steel beams for the base of the World Trade Center. The company stayed in the family for 188 years, and they kept the majority of their business papers."The Language of Work" traces the evolution of written forms of communication at Lukens Steel from 1810 to 1925. As standards for iron and steel emerged and industrial processes became more complex, foremen, mechanics, and managers began to use drawing and writing to solve problems, transfer ideas, and develop new technology. This shift in communication methods - from 'prediscursive' (oral) communication to 'chirographic' (written) communication - occurred as technology became more complex and knowledge had to span space and time.This richly illustrated volume begins with a theoretical overview linking technical communication to literature and describing the historical context. The analysis is separated into four time periods: 1810 to 1870, when little writing was used; 1870-1900, when Lukens Steel began to use record keeping to track product from furnace, through production, to the shipping dock; 1900-1915, when written and drawn communication spread throughout the plant and literacy became more common on the factory floor; and 1915-1925, when stenographer typists took over the majority of the written work. Over time, writing - and literacy - became an essential part of the industrial process.

An in-depth and nuanced look at the complex relationship between two dynamic fields of study.

While today we are experiencing a revival of world art and the so-called global turn of art history, encounters between art historians and anthropologists remain rare. Even after a century and a half of interactions between these epistemologies, a skeptical distance prevails with respect to the disciplinary other. This volume is a timely exploration of the roots of this complex dialogue, as it emerged worldwide in the colonial and early postcolonial periods, between 1870 and 1970.

Exploring case studies from Australia, Austria, Brazil, France, Germany, and the United States, this volume addresses connections and rejections between art historians and anthropologists—often in the contested arena of “primitive art.” It examines the roles of a range of figures, including the art historian–anthropologist Aby Warburg, the modernist artist Tarsila do Amaral, the curator-impresario Leo Frobenius, and museum directors such as Alfred Barr and René d’Harnoncourt. Entering the current debates on decolonizing the past, this collection of essays prompts reflection on future relations between these two fields.

This book provides an authoritative study of interfirm and supplier relationships in leading Japanese industries, which thoroughly disrupts existing cultural stereotypes by pursuing a carefully crafted evolutionary and comparative perspective combined with compelling original research' - Geoffrey Jones, Harvard Business School, USThe goal of this path-breaking volume is to relativize the experience of Japanese industries in terms of both location and time, exploring its similarities and differences with other countries and its unique relationship with the global standard of company performance set by US firms. Yongdo Kim looks beyond organizational principles, overturns stereotypes, and covers a wide range of industries. In particular, this book focuses on the intertwining of the market principle and the organizational principle in interfirm relationships among the steel, machine tool, integrated circuit and liquid-crystal display materials industries, concluding that there is no such thing as 'Japanese uniqueness' in the history of interfirm relationships. This book compares several intermediate product industries within a global context to offer insights into the studies of businesses across the globe. Numerous interviews with key individuals in the Japanese steel, integrated circuit and machine tool industries offer unique and illuminating information. This analysis covers a broad range of firms by examining the relationships within large companies as well as smaller corporations. This fresh and varied analysis is a critical resource for both business practitioners and scholars of business history, business strategy, industrial marketing, product development management, and economic history.

The tale of the Bechtel family dynasty is a classic American business story. It begins with Warren A. Bechtel, who led a consortium that constructed the Hoover Dam. From that auspicious start, the family and its eponymous company would go on to "build the world," from the construction of airports in Hong Kong and Doha, to pipelines and tunnels in Alaska and Europe, to mining and energy operations around the globe. Today Bechtel is one of the largest privately held corporations in the world, enriched and empowered by a long history of government contracts and the privatization of public works, made possible by an unprecedented revolving door between its San Francisco headquarters and Washington. Bechtel executives John McCone, Caspar Weinberger, and George P. Shultz segued from leadership at the company to positions as Director of the CIA, Secretary of Defense, and Secretary of State, respectively. Like all stories of empire building, the rise of Bechtel presents a complex and riveting narrative. In The Profiteers, Sally Denton, exposes Bechtel's secret world and one of the biggest business and political stories of our time.

First Published in 1977. Routledge is an imprint of Taylor & Francis, an informa company.

On March 14, 2012, more than three million people read Greg Smith's bombshell Op-Ed in the New York Times titled "Why I Am Leaving Goldman Sachs." The column immediately went viral, became a worldwide trending topic on Twitter, and drew passionate responses from former Fed chairman Paul Volcker, legendary General Electric CEO Jack Welch, and New York City mayor Mike Bloomberg. Mostly, though, it hit a nerve among the general public who question the role of Wall Street in society -- and the callous "take-the-money-and-run" mentality that brought the world economy to its knees a few short years ago. Smith now picks up where his Op-Ed left off.
His story begins in the summer of 2000, when an idealistic 21-year-old arrives as an intern at Goldman Sachs and learns about the firm's Business Principle #1: Our clients' interests always come first. This remains Smith's mantra as he rises from intern to analyst to sales trader, with clients controlling assets of more than a trillion dollars.
From the shenanigans of his summer internship during the technology bubble to Las Vegas hot tubs and the excesses of the real estate boom; from the career lifeline he received from an NFL Hall of Famer during the bear market to the day Warren Buffett came to save Goldman Sachs from extinction-Smith will take the reader on his personal journey through the firm, and bring us inside the world's most powerful bank.
Smith describes in page-turning detail how the most storied investment bank on Wall Street went from taking iconic companies like Ford, Sears, and Microsoft public to becoming a "vampire squid" that referred to its clients as "muppets" and paid the government a record half-billion dollars to settle SEC charges. He shows the evolution of Wall Street into an industry riddled with conflicts of interest and a profit-at-all-costs mentality: a perfectly rigged game at the expense of the economy and the society at large.
After conversations with nine Goldman Sachs partners over a twelve-month period proved fruitless, Smith came to believe that the only way the system would ever change was for an insider to finally speak out publicly. He walked away from his career and took matters into his own hands. This is his story.

In June 2017, Travis Kalanick, the CEO of Uber, was ousted in a boardroom coup that capped a brutal year for the transportation giant. Uber had catapulted to the top of the tech world, yet for many came to symbolise everything wrong with Silicon Valley. In the tradition of Brad Stone's Everything Store and John Carreyrou's Bad Blood, award-winning investigative reporter Mike Isaac's Super Pumped delivers a gripping account of Uber's rapid rise, its pitched battles with taxi unions and drivers, the company's toxic internal culture and the bare-knuckle tactics it devised to overcome obstacles in its quest for dominance. Based on hundreds of interviews with current and former Uber employees, along with previously unpublished documents, Super Pumped is a page-turning story of ambition and deception, obscene wealth and bad behaviour, that explores how blistering technological and financial innovation culminated in one of the most catastrophic twelve-month periods in American corporate history.

First published in 1985, this book is about Imperial Chemical Industries' response to the changing social, political, business and economic environment over the past twenty years. Using personal interviews and archival material, Andrew Pettigrew examines the evolution of business strategy, organisation structure and culture, technology and union-management relations within this corporate giant over an extended period of time. It is a compelling account, told from the inside, by one of the world's leading management and organisation theorists. The Awakening Giant has made a major practical and theoretical contribution to the study of corporate strategy, organisational analysis and change, and business history. Anyone with an interest in managing change in a large corporation will find this reissue rewarding reading.

Uber is one of the most innovative companies of our time. This book provides a detailed analysis of the company and its success and goes beyond the headlines about safety and culture. Americans are so accustomed to using Uber today that the name of the innovative ride-sharing company has almost become a verb, as in "to Uber" somewhere, and yet Uber has been around only since 2010. In less than a decade, Uber has disrupted the ride-hailing industry, from making it easier and more affordable to become an Uber driver than a cab driver to rating riders as well as drivers. As an early pioneer in using technology to create a new business model and new efficiencies, Uber is considered one of the most important case studies in the sharing economy. However, little in-depth information exists on this innovative company. This book traces Uber's origin and evolution in the face of competitive pressures, discusses the company leadership and corporate culture, addresses such controversies as rider and driver safety and sexual harassment of female employees, and explores how the company is addressing these challenges. Students of business, entrepreneurs, and anyone interested in the development and exponential growth of the sharing economy will benefit from reading this book. Provides key insights into the inner workings of the sharing economy Delivers a comprehensive overview of Uber's technological innovations, global expansion, and business model Explores the leadership challenges faced by founder Travis Kalanick Reveals how the company has addressed reports of a sexist corporate culture

"Brick by Brick" takes you inside the LEGO you've never seen. By following the teams that are inventing some of the world's best-loved toys, it spotlights the company's disciplined approach to harnessing creativity and recounts one of the most remarkable business transformations in recent memory.
"Brick by Brick" reveals how LEGO failed to keep pace with the revolutionary changes in kids' lives and began sliding into irrelevance. When the company's leaders implemented some of the business world's most widely espoused prescriptions for boosting innovation, they ironically pushed the iconic toymaker to the brink of bankruptcy. The company's near-collapse shows that what works in theory can fail spectacularly in the brutally competitive global economy.
It took a new LEGO management team - faced with the growing rage for electronic toys, few barriers to entry, and ultra-demanding consumers (ten-year old boys) - to reinvent the innovation rule book and transform LEGO into one of the world's most profitable, fastest-growing companies.
Along the way, "Brick by Brick" reveals how LEGO:
- Became truly customer-driven by co-creating with kids as well as its passionate adult fans
- Looked beyond products and learned to leverage a full-spectrum approach to innovation
- Opened its innovation process by using both the "wisdom of crowds" and the expertise of elite cliques
- Discovered uncontested, "blue ocean" markets, even as it thrived in brutally competitive red oceans
- Gave its world-class design teams enough space to create and direction to deliver
built a culture where "profitable" innovation flourishes
Sometimes radical yet always applicable, "Brick by Brick" abounds with real-world lessons for unleashing breakthrough innovation in your organization, just like LEGO. Whether you're a senior executive looking to make your company grow, an entrepreneur building a startup from scratch, or a fan who wants to instill some of that LEGO magic in your career, you'll learn how to build your own innovation advantage, brick by brick.

Gathering together an incredible array of contributors from the past century of the Tavistock to cover all aspects of amazing work they do. With chapters from David Armstrong, James Astor, Andrew Balfour, Fred Balfour, Sara Barratt, David Bell, Sandy Bourne, Wesley Carr, Andrew Cooper, Gwyn Daniel, Dilys Daws, Domenico di Ceglie, Emilia Dowling, Andrew Elder, Caroline Garland, Peter Griffiths, Rob Hale, Sarah Helps, Beth Holgate, Juliet Hopkins, Marcus Johns, Sebastian Kraemer, James Krantz, Mary Lindsay, Julian Lousada, Louise Lyon, David Malan, Gillian Miles, Lisa Miller, Mary Morgan, Nell Nicholson, Anton Obholzer, Paul Pengelly, Maria Rhode, Margaret Rustin, Michael Rustin, Edward R. Shapiro, Valerie Sinason, Jenny Sprince, John Steiner, Jon Stokes, David Taylor, Judith Trowell, Margot Waddell, and Gianna Williams The Tavistock Century traces the developmental path taken from the birth of a progressive and inspirational institution. From their wartime and post-war experience, John Rickman, Wilfred Bion, Eric Trist, Isabel Menzies, John Bowlby, Esther Bick, Michael Balint, and James Robertson left us a legacy of innovation based on intimate observation of human relatedness. The book contains entries across the full range of disciplines in the lifecycle, extending, for example, from research to group relations, babies, adolescents, couples, even pantomime. It will be of enormous value to anyone working in the helping professions; clinicians, social workers, health visitors, GPs, teachers, as well as social science scholars and a host of others who are directly or indirectly in touch with the Tavistock wellspring.

This book delves into the research-policy nexus as it relates to development in Africa. It does so by examining four country-cases - Botswana, Côte d'Ivoire, Kenya and Zambia - while referring to South Africa as a possible exemplar case.

The book reaffirms that the majority of governments in Africa spend less than one per cent of their GDP on research and development (R&D) despite the commitment to raise their research funding levels contained in the Lagos Plan of Action (1980). Hence, reliance on external funding for research persists on the continent. To manage research engagements and public funds, Science Granting Councils (SGCs) have been established. These institutions are held accountable for how public funds are spent and how the research they fund contributes to the advancement of society.

To-date, the SGCs and researchers have demonstrated in various ways how funded research contributes to the advancement of society. However, there appear to be differences in opinion amongst key stakeholders in terms of what constitutes research priorities as well as expectations in terms of the returns on research investments made.

This book brings to the fore the importance of research and its outcome on societal development, and reveals the stake that African governments hold in the process. The book encourages African governments to show greater commitment to providing funding for research on the continent.

This is critical if governments are to assume a lead role in the continent's development agenda. It would also set the stage for partnerships with other stakeholders, including industry and funding organisations. Researchers are also encouraged to work closely with the SGCs to ensure the valorisation of research products for societal benefit. This has a potential to unlock more funding for research in Africa which, in turn, would drive the development of the continent.

Hollywood movie monsters are enduring pop culture standards. Kids and adults around the world recognize Frankenstein, Dracula, the Wolf Man, and the Mummy. Although monsters are Aurora's most famous products, the company created model kits of all varieties, including historic sailing ships, sports cars, moon rockets, military and commercial aircraft, TV stars, comic book heroes, wildlife scenes, knights, and much more. Over 500 color photographs enhance this comprehensive history and guide to Aurora models, now updated to include new companies continuing the Aurora tradition. Aurora executives, sculptors, artists, and engineers who created the models tell the story in their own words. Every model Aurora made is described in detail. Today, Polar Lights, Moebius, Atlantis, and Monarch continue the Aurora tradition. Executives from these companies explain how they have added to the list of revived Aurora models, with information on reissues and current collectors' market values.

This shortform book presents key peer-reviewed research selected by expert series editors and contextualised by new analysis from each author on how the specific field addressed has evolved. The book features contributions on the history of government-business relations, regional and local business relationships, the development and formation of Silicon Valley, and the rise and fall of the US machine tool industry after the Second World. Of interest to business and economic historians, this shortform book also provides analysis that will be valuable reading across the social sciences.

The United States has been near the forefront of global consumption trends since the 1700s, and for the past century and more, Americans have been the world's foremost consuming people. Informed and inspired by the literature from consumer culture theory, as well as drawing from numerous studies in social and cultural history, A History of American Consumption tells the story of the American consumer experience from the colonial era to the present, in three cultural threads. These threads recount the assignment of meaning to possessions and consumption, the gendered ideology and allocation of consumption roles, and resistance through anti-consumption thought and action. Brief but scholarly, this book provides a thought provoking, introduction to the topic of American consumption history informed by research in consumer culture theory. By examining and explaining the core phenomenon of product consumption and its meaning in the changing lives of Americans over time, it provides a valuable contribution to the literature on the subjects of consumption and its causes and consequences. Readable and insightful, it will be of interest to scholars and advanced students in consumer behaviour, advertising, and marketing and business history.

The story of Moto Guzzi is a story of survival. As one of Italy's oldest, and most legendary marques, Moto Guzzi had seen the height of success during the 1930s, and then the 1950s when they dominated 250 and 350cc Grand Prix racing. Their withdrawal from racing coincided with a period of stagnation until the company was sold to De Tomaso in 1973. During the 1970s the V7 Sport and Le Mans were at the forefront of the new superbike era, and later, with Dr John Wittner's help, embraced contemporary technology with the 1000cc Daytona. If one aspect characterises Moto Guzzi it is continuity. The great 500cc Falcone single ran from 1950 until 1976, and the V7, originally seeing the light of day in 1967, continued well into the 2010s. This continuity breeds loyalty, and Guzzi owners are a fiercely proud breed. Guzzis are not like other motorcycles, even Italian ones, and to qualify as a Guzzi owner requires a dedication and individuality that will be rewarded in a long term relationship.