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Renishaw, manufacturers of touch‐trigger probes and other metrology products, has eliminated the use of design drawings. CNC part programs are generated automatically and all CNC milling and turning work is produced on RAMTIC (Renishaw Automated Milling Turning and Inspection Centre), a line of machines operating continuously to tolerances down to 6μm without any post‐process inspection. Mark Buckingham, manufacturing development manager in the Metrology Division, explained the developments to Jack Hollingum.

To discover the important, practical factors that Make Change Work.

Global survey conducted through online and face‐to‐face interviews. Statistical analysis using correlation and cross tabulation.

Study identified four areas correlated with project success – real insights, solid methods, better skills, right investment. We call this the Change Diamond. Combined effectively, they make change work better.

Change practitioners can more effectively deploy their resources to deliver maximum change impact through targeted intervention. Change practitioners can focus on the Change Diamond facets to enable better change.

The largest study of its kind in the field of Change Management in the last decade.

After decades in which transformational leadership theory has prevailed as the dominant paradigm in leadership scholarship, critical voices have started raising serious concerns about its falsifiability, suggesting that transformational leadership theory should be abandoned. Although transformational leadership is a key to conceptualizing ideal school leadership, the discourse did not find its way into the education field. The paper aims to discuss these issues.

The essay combines a review of the critique of the falsifiability of the transformational leadership theory with a discussion of the utility and fit of the theory.

On the 25th anniversary of transformational leadership theory, the author suggest to the educational administration community not to abandon transformational leadership, but to address its shortcomings and look toward future challenges as the community contemplates the promises the theory holds for the field.

The essay examines the current status of the transformational leadership theory in the field of educational administration and offers an interpretative critique.

There have been two major new developments in British education and this article reviews the origins and progress to date of both the University of Buckingham and the International Management Centre from Buckingham. The former is a fee‐paying independent university which offers honours degree programmes completed in two calendar years making use of the traditional long summer vacation. The International Management Centres (formerly the International Management Centre from Buckingham), like the University, is clearly not a creature of the state. Its origin can be traced back to some dissatisfaction with the state system. It was felt by some individuals that there was a need in the marketplace for a different type of business school with a new approach to management education, based on the principles of “action learning”.

David Buckingham (1998, 2000) has recently argued against rigid dichotomies in the contemporary study of commercial artefacts and childhood culture. On the one hand, children are seen as easy victims of commercial exploitation from big companies, and on the other, they are seen as highly competent agents, immune to any outside influence. Both views feature different types of romanticism. The view of children as victims is partly created around Victorian ideas of childhood innocence, whereas the romantic view of the active child sees children as open, creative, and competent learners, who effortlessly acquire new literacies, including media literacies. Such a view is partly implicitly inscribed into the Swedish School Curriculum (1998) (Läroplan för det obligatoriska skolväsendet, förskoleklassen och fritidshemmet. Lpo 94. [Curriculum for the compulsory school, the pre-school class and the after-school centre. Lpo 94]). In his criticism of the passive-active dichotomy, Buckingham argues in favour of studies of actual practices, that is, what young people actually do with artefacts and media, instead of empty speculations, far away from children’s play arenas. Buckingham’s own studies are mainly based on group interviews with children in the U.K., where he has analysed what was said on a micro level. A fundamental principle in his research is that children’s agency can be seen in their language use. Also, he advocates that we contextualize children’s activities by analysing the social processes of which they form a part. One way of doing this is to relate a study of children’s everyday interactions to media debates and to changes in our views of children as social agents (Buckingham, 1994).

Skillful management of employees after a merger or acquisition (M&A) is one of the key aspects to ensuring a successful deal, and most notably to ensure talent retention. This paper aims to describe how Bristol Myer Squibb (BMS) efficiently integrated Celgene after it bought the company for a near-record $74bn in 2019. The authors explain the structural elements applied during the premerger phase (acquisition experience, partner location and portfolio alignment) and the subsequent postmerger decisions to ensure rapid integration (choice of the leadership team, cultural integration and the communication strategy).

This paper adopts a single-case approach of the second largest acquisition in the pharmaceutical industry. It analyzes the management and talent retention decisions taken to ensure rapid integration of Celgene while ensuring that employees felt engaged in the process. This was achieved despite the consideration challenges posed by the COVID-19 global lockdown.

M&As are well known for the HR challenges they generate such as change management, cultural clashes and increased employee turnover. This paper demonstrates how BMS was able to overcome these hurdles, combining a fast speed of integration with managerial dexterity.

This paper offers a concise and clear outline of the management strategies used by BMS to ensure a successful integration strategy. This approach included a strong respect for the human as well as financial and strategic aspects of the deal. For even greater clarity, this paper offers a diagrammatic representation of the strategy of BMS to improve the speed of integration.

The aim of this study is to explore the attempts by early twentieth century cyclecar manufacturers in the UK and USA to segment the personal transportation market and to position early cyclecars through the development of unique product attributes and advertising. More specifically, the authors speculate about early twentieth century British cyclecar marketing strategies that implicitly recognized a sports car segment and positioned cyclecar brands to meet the needs of that segment.

The primary source material for this research is a sample of 205 print ads and articles from the early twentieth century (1912-1921) specialty magazines devoted to cyclecars in the UK and USA. We combine the content analysis of the sample of ads with a critical reading and interpretation of a sub-sample of those same ads.

Between 1910 and 1921, a new form of personal transportation was developed that combined the technology of motorcycles with the utility of automobiles. Known as “cyclecars”, these vehicles were typically constructed from off-the-shelf motorcycle parts and assembled in small batches by a myriad of manufacturers. Current scholarship suggests that the cyclecar craze of the 1910s ended with the introduction of low cost “real” automobiles such as the Ford Model T, Austin 7 and Morris Oxford. We use the content analysis of cyclecar advertisements to construct a brand-positioning map of this emerging segment of the transportation market. We argue that while the core cyclecar positioning was in direct competition with small economically positioned cars such as the Ford Model T, a significant part of the market, primarily centered in the UK, could be considered as for sports cars. That segment of the cyclecar market, along with the development of cyclecars into urban delivery vehicles, continued over time and has re-emerged today in a range of three-wheeled sports cars, including the updating and continuation of the British Morgan 3 Wheeler model which was launched during the heyday of cyclecars.

The authors can only speculate about the impact of the Ford Model T in this study. Further research on that issue is needed.

This is the first historical study of cyclecar marketing. Most of what little has been published about cyclecars focuses on their design and technology.

This article provides an interview with Marcus Buckingham.

An interview with Marcus Buckingham, looking at his work for The Gallup Organization and also his views about management and leadership development.

Marcus Buckingham answers questions about managers, leaders and the recent CIPD conference.

Provides an insightful interview with Marcus Buckingham.

The United States of America holds, and easily holds, the first place in the world's production of canned foods of every kind. It supplies a home market of over a hundred million people who are the largest per capita consumers of canned food in the world. It is by far the greatest exporter of these foods, a fact that should have a peculiar interest for us, as we are, at present at least, the largest buyers.

This new measure of consumer law of some forty‐odd sections, a short Act by present standards but as far‐reaching as any legislation since the war, establishes a code of conduct in commerce and trade which few will be able to ignore, from the manufacturer down to the counter‐hand. Operative from November 30th of this year, traders will require to urgently consider their sales practices, advertising, labelling and their trade descriptions; sales staff will need to be instructed in their new responsibilities. The new law is not just for consumer‐retailer transactions, but extends to trade between different branches of all trades, so that a retailer will be protected against misleading descriptions and misrepresentations by a manufacturer and the latter against misdescriptions of ingredients or components.