For generations, we have defined a corporation as a business run by a capitalist elite, that uses its accumulated wealth to own the means of production and exercise economic power.

That is no longer the reality. In the twenty-first century, our most desired goods and services aren't stacked in warehouses or on container ships: they appear on your screen, fit in your pocket or occupy your head.
But even as we consume more than ever before, big business faces a crisis of legitimacy. The pharmaceutical industry creates life-saving vaccines but has lost the trust of the public. The widening pay gap between executives and employees is destabilising our societies. Facebook and Google have more customers than any companies in history but are widely reviled.

John Kay, one of the greatest economists of our time, describes how the pursuit of shareholder value has destroyed some of the leading companies of the twentieth century. Incisive and provocative, this book redefines successful commercial activity and leadership, the knowledge economy and what the future of the modern corporation might be.

Unlike some other reproductions of classic texts (1) We have not used OCR(Optical Character Recognition), as this leads to bad quality books with introduced typos. (2) In books where there are images such as portraits, maps, sketches etc We have endeavoured to keep the quality of these images, so they represent accurately the original artefact. Although occasionally there may be certain imperfections with these old texts, we feel they deserve to be made available for future generations to enjoy.

Unlike some other reproductions of classic texts (1) We have not used OCR(Optical Character Recognition), as this leads to bad quality books with introduced typos. (2) In books where there are images such as portraits, maps, sketches etc We have endeavoured to keep the quality of these images, so they represent accurately the original artefact. Although occasionally there may be certain imperfections with these old texts, we feel they deserve to be made available for future generations to enjoy.

Why are some countries rich and others poor? Why does a farmer in Sweden have a higher standard of living than a farmer in South Africa? Why does a schoolteacher in Switzerland earn more than one in Chicago? According to leading economic theorist John Kay, economic markets are key to the wealth or poverty of the world's nations. In Culture and Prosperity, Kay explores why market economies outperform socialist or centrally directed markets -- and why the imposition of market institutions often fails. His search for the truth about markets takes him from the shores of Lake Zurich to the streets of Mumbai, through theories of evolutionary psychology and moral philosophy to the flower market at San Remo and Christie's salesroom in New York.

Witty, engaging, and grounded in cutting-edge economic theory, Culture and Prosperity is essential for understanding the state of the world today.

One of the most enduring legacies of the 1980s has been the programme of privatizations that the Thatcher government set in train in the first half of the decade. Whole sectors of the UK economy which were formerly part of the public sector were sold off to the private sector. Some were bought out by their employees; others were bought by the public at large. Some public services were contracted out to the private sector; others were placed on a more commercial footing. The UK privatization programme had an influence on economic policy throughout the world. Programmes were also initiated in Asia, South America, Africa, Europe, North America, and, most recently, East and Central Europe. The purpose of this book, a companion volume to The Regulatory Challenge by the same editors, is to stand back and examine what has been learnt from the extensive programme of privatization that the UK government has completed, and to consider what aspects of privatization remain to be done. It attempts to evaluate systematically the privatizations that have been undertaken in different sectors of the UK economy over the last ten years. It examines what has happened and why, where the successes and failures have been, what lessons can be learnt for the design of privatization programmes elsewhere, and what the UK government can still usefully do in this area.

This book provides a guide to the complexities of modern finance. It describes the basics of investment and the sophisticated innovations of the modern financial system. It explains how the follies of finance have threatened the stability of the world economy, and describes an environment that is complex and sophisticated, but greedy, cynical and self-interested. This book explains how to put your finances in the only hands you can confidently trust - your own. Readers will learn everything they need to be their own investment manager. They will recognise their investment options, the institutions that try to sell them, and how to distinguish between fact and fiction in what companies say. They will discover the principles of sound investment and the research that supports these principles. Crucially, they will learn a practical investment strategy and how to implement it. Leading economist and hugely successful investor John Kay uses his academic credentials and practical experience to lay out the key principles of investment with characteristic clarity and dry humour. This is the only book about finance and investment anyone needs, and the one book they must have.

Shortlisted for the Orwell Prize 2016 We all depend on the finance sector. We need it to store our money, manage our payments, finance housing stock, restore infrastructure, fund retirement and support new business. But these roles comprise only a tiny sliver of the sector's activity: the vast majority of lending is within the finance sector. So what is it all for? What is the purpose of this activity? And why is it so profitable? John Kay, a distinguished economist with wide experience of the financial sector, argues that the industry's perceived profitability is partly illusory, and partly an appropriation of wealth created elsewhere - of other people's money. The financial sector, he shows, has grown too large, detached itself from ordinary business and everyday life, and has become an industry that mostly trades with itself, talks to itself, and judges itself by reference to standards which it has itself generated. And the outside world has itself adopted those standards, bailing out financial institutions that have failed all of us through greed and mismanagement. We need finance, but today we have far too much of a good thing. In Other People's Money John Kay shows in his inimitable style what has gone wrong in the dark heart of finance.

If you want to go in one direction, the best route may involve going in another. This is the concept of 'obliquity': paradoxical as it sounds, many goals are more likely to be achieved when pursued indirectly. The richest men and women are not the most materialistic; the happiest people are not necessarily those who focus on happiness, and the most profitable companies are not always the most profit-oriented as the recent financial crisis showed us. Whether overcoming geographical obstacles, winning decisive battles or meeting sales targets, history shows that oblique approaches are the most successful, especially in difficult terrain. John Kay applies his provocative, universal theory to everything from international business to town planning and from football to managing forest fire.

A leading business school economist lays bare the complexities of `strategic thinking' in business and offers a lucid and innovative analysis of the source of `competitive advantage'. Kay engages with and develops the work of Michael Porter, who is regarded by many as the pre-eminent authority on business strategy.

When John Kay's Foundations of Corporate Success first appeared in the U.K., it commanded the attention of the corporate world--and drew widespread praise. The Financial Times hailed it as "a powerfully argued book, which casts a fresh light on a range of practical business challenges." And Business Age wrote, "You must read John Kay's new book Foundations of Corporate Success. Kay is currently the best management theorist in Britain, bar none....He is a rare find."

Now Oxford University Press is publishing an American edition of this landmark book. In this freshly revised volume, Kay applies his groundbreaking theories to the U.S. experience, illustrating them with examples of success and failure in the American market. For too long, he writes, managers have chased after the latest fad in business planning and strategy, beguiled by military analogies and the demand for overarching vision. Success, he believes, should not be measured by organizational size or market share, but by the value added--the amount that output exceeds the input of raw materials, payroll, and capital. Corporate strategy should be aimed at this basic goal, beginning with the question, "How can we be different?" Kay identifies four key ingredients: innovation, reputation (especially in the form of brands), strategic assets (government mandated monopolies or other measures which restrict market access by competitors), and architecture (the relationships between a company and its employees, suppliers, and customers). Success comes not when managers drive through a towering vision of the company's destiny, but when they act on their organization's specific capabilities and advantages--especially in the key area of architecture. Honda, he notes, captured a third of the American motorcycle market within five years. No vision was required for this success, he writes: Honda simply did what it did best (making a simple, inexpensive product), followed by careful attention to the architecture of its business ties to distributors, customers, etc. He ranges through industries from airlines to retail clothing, pointing out the the reasons for successes and failures. Kay also draws on game theory to underscore the importance of stable, long-term relationships.

Other writers have hit upon some of these points, the Financial Times noted: "But none has explored them as thoroughly as Kay, who succeeds in marrying an authoritative grasp of economic, legal, and sociological theory with an impressively detailed knowledge of contemporary business practice." This volume transforms Kay's theoretical and practical knowledge into a powerful tool for today's American business manager.

'A brilliant new book' Daily Telegraph 'Well written . . . and often entertaining' The Times 'A sparkling analysis' Prospect When uncertainty is all around us, and the facts are not clear, how can we make good decisions? We do not know what the future will hold, particularly in the midst of a crisis, but we must make decisions anyway. We regularly crave certainties which cannot exist and invent knowledge we cannot have, forgetting that humans are successful because we have adapted to an environment that we understand only imperfectly. Throughout history we have developed a variety of ways of coping with the radical uncertainty that defines our lives. This incisive and eye-opening book draws on biography, history, mathematics, economics and philosophy to highlight the most successful - and most short-sighted - methods of dealing with an unknowable future. Ultimately, the authors argue, the prevalent method of our age falls short, giving us a false understanding of our power to make predictions, leading to many of the problems we experience today. Tightly argued, provocative and written with wit and flair, Radical Uncertainty is at once an exploration of the limits of numbers and a celebration of human instinct and wisdom.

John Kay `is well on the way to turning himself into a European Michael Porter' (The Economist) and has been described as `the best management theorist in Britain, bar none' (Business Age). In this book Kay explores a number of topical business issues in his distinctive accessible, rigorous, and challenging style. His purpose is to show the proper application of economics to business analysis and throw light on the challenges facing the corporate world.

The follies of finance have threatened the stability of the global economy, and the world of finance has become increasingly complex and sophisticated, but also greedy, cynical and self-interested. The Long and the Short of It provides a guide to the complexities of modern finance and explains how to put your finances in the only hands you can confidently trust - your own. In this new, wholly updated edition of The Long and the Short of It, you will learn everything you need to be your own investment manager. You will recognise your investment options, the institutions that try to sell them, and how to distinguish between fact and fiction in what companies say. You will discover the principles of sound investment and the research that supports these principles. Crucially, you will learn a practical investment strategy and how to implement it. Leading economist and hugely successful investor John Kay uses his academic credentials and practical experience to lay out the key principles of investment with characteristic clarity and dry humour. This is the only book about finance and investment anyone needs, and the one book they must have.

Written in light of recent advances in the field, this book is an up-to-date account of economic aspects of the energy markets. The editors fully consider the implications for regulation, privatization, and international competition in each of the major markets--electricity, gas, coal, and oil.

How did BMW recover from the edge of bankruptcy to become on of Europe's strongest companies? Why did Saatchi and Saatchi's global strategy bring the company to its knees? Why has Philips's outstanding record in innovation not been translated into success in the market? What can be learnt from the marriage contract about the conduct of commercial negotiations? These are some of the questions addressed as John Kay asks What makes a business successful?' Drawing on his own business experience and on concepts in economics, legal theory, and sociology, the author presents a fresh approach to questions of business strategy. He rejects the military analogy which underpins much strategic thinking, in which success depends on size and share, on vision and leadership, on shifting patterns of mergers and alliances. John Kay argues that outstanding businesses derive their strength from a distinctive structure of relationships with employees, customers, and suppliers, and explains why continuity and stability in these relationships is essential for a flexible and co-operative response to change. This book is intended for business professionals; economists; consultants. MBA and other graduate

Europe stands at the start of its first great merger wave. Growing international trade, accelerated by the `Single Market' programme, has seen a sharp increase in mergers across national borders between European-based firms. During the 1990s, this increase in European mergers will almost certainly continue. As it does, it is sure to raise important questions for industrial policy-makers and business strategies. Should, for instance, leading national firms merge to form `European champions'? When does merger make good business sense, and with which firms? Are hostile takeovers a sound method for ensuring top management accountability; or are alternative ownership controls preferable? What are the proper grounds for politicians to prevent a merger, and which politicians? This book addresses these questions, bringing together a number of leading economists and authoritative commentators on mergers and merger policy. The book itself is a `European' edition of Mergers and Merger Policy edited by James A. Fairburn and John Kay (OUP, 1989). Two chapters (on market structure and performance; and on the evolution of merger policy in Britain) from that book are included here without alteration. Other chapters have been updated and to these have been added entirely new chapters on the European dimension of merger activity, regulation and the European community, and on the options open to European companies.

The last decade has witnessed the introduction of an elaborate system of regulation in the UK. This has developed hand in hand with the structural changes in the 1980s, notably the privatization programme and changes in the financial services industries. This book assesses these developments across a number of sectors and offers a range of perspectives for understanding the objectives, mechanisms, and institutions involved.

One of the most enduring legacies of the 1980s has been the programme of privatizations that the Thatcher government set in train, and which has influenced economic policy throughout the world - most recently in Eastern Europe as it moves away from socialism towards capitalism. This book stands back and examines what has been learnt from the privatization programme mnow completed, and considers what remains to be done.

A Financial Times Book of the Year, 2015 An Economist Best Book of the Year, 2015 A Bloomberg Best Book of the Year, 2015 The finance sector of Western economies is too large and attracts too many of the smartest college graduates. Financialization over the past three decades has created a structure that lacks resilience and supports absurd volumes of trading. The finance sector devotes too little attention to the search for new investment opportunities and the stewardship of existing ones, and far too much to secondary-market dealing in existing assets. Regulation has contributed more to the problems than the solutions. Why? What is finance for? John Kay, with wide practical and academic experience in the world of finance, understands the operation of the financial sector better than most. He believes in good banks and effective asset managers, but good banks and effective asset managers are not what he sees. In a dazzling and revelatory tour of the financial world as it has emerged from the wreckage of the 2008 crisis, Kay does not flinch in his criticism: we do need some of the things that Citigroup and Goldman Sachs do, but we do not need Citigroup and Goldman to do them. And many of the things done by Citigroup and Goldman do not need to be done at all. The finance sector needs to be reminded of its primary purpose: to manage other people's money for the benefit of businesses and households. It is an aberration when the some of the finest mathematical and scientific minds are tasked with devising algorithms for the sole purpose of exploiting the weakness of other algorithms for computerized trading in securities. To travel further down that road leads to ruin.