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If corporate America's love affair with 1970s‐style strategic planning is not over, it is certainly on the rocks. Planning that relies on past experience, extrapolation, and incremental moves cannot meet today's challenges, such as unexpected competition, saturated markets, and changing technologies.

Few of the largest and most successful corporations have solved the problem of how to renew themselves when major shifts in the environment occur. What is needed is to “tamper with the main spring”; that is, a “big bang” innovation along with the institutional courage to pull it off.

As a line manager immersed in the details of a specific product line or process, you may find yourself thrust into a planning role and asked to make strategic decisions. Unfortunately, years have slipped by since your college accounting and finance courses, and you find the jargon and data difficult to interpret. You're not alone. Studies show that most business students never mastered net present value analysis or managerial cost accounting. In addition, other studies find that graduates generally do not learn these concepts on the job since most line managers generally do not use them.

Describes how corporations have recently decided that development of strategic planning information can be improved through the involvement of lower‐level line managers in their planning process. Proposes a practical method for organising middle‐level line managers in sequential order so as to plan efficiently. Discusses some behavioural implications are discussed.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

THE Conference of the Library Association may be described as one without a press. The greatest dailies had the barest references to it, a fact which is surprising and lends us matter for reflection. If an admittedly national service, almost universal in application, can be completely ignored in its annual gatherings, what is to be thought? Is it that libraries are now so normal a part of the social landscape that they may be taken for granted? Are they so insignificant that they do not merit notice? Alternatively, were our proceedings too dull for the dramatic necessities of the reporter? Or, finally, was it because the general publicity of the L.A. is not aggressive, is indeed inert? These questions every librarian and library authority may ask and have a right to the answer.

WE have now to regard Indexing from quite another standpoint. Hitherto we have been assuming it to be undertaken from a co‐operative point of view, as in the case of Poole's Index and also in that of the Review of Reviews. In special work, the greater the magnitude of the task, as in the instance of Science as a whole, and any large divisions of Science, the more likely is co‐operative effort to be required, but speaking generally special indexes are largely the result of individual effort. It is here that that discrepancy in execution, allusion to which has been made earlier, becomes so manifest. It is my principal object to show how these contradictory methods, the natural result of several minds working on no fixed or settled plan, may be avoided. No space, therefore, will be wasted on detailing these inconsistencies, for the reader's and student's interests will be better served by the more positive method of pointing out how to index on a fixed and settled system. As in the previous section practical illustrations will appear later on to demonstrate this.

10. In selecting the places which we visited our aim was to see the manufacture of condensed milk and other dairy products under different conditions and to obtain as representative an idea as possible of the circumstances under which the whole process, from the milking of the cow to the final stage of manufacture, was conducted. Accordingly we visited the following places:—

Modern academic links between leadership and strategy were forged in the early 1960s with the heightened application of strategy to business planning. These links were soon dissolved by the strategy consultants who came to dominate the field of business strategy in the mid-1960s. The consultants dismissed the role of leadership in strategic planning in favor of objective analyses of the external environment that eliminated any need for leadership skills, judgment, values, or intuition. Failures to implement strategy in the 1980s led to limited roles for leaders in implementing strategies they had no role in creating, but the gulf between leadership and strategy has steadily widened.

This paper traces the consequences of this widening gulf for teaching leadership and strategy in the classroom. It explores how an integrated approach to teaching leadership and strategy would better prepare today’s students for the challenges they will face as future business leaders.

WITH this issue we are commencing the twenty‐seventh year of our career as an independent Library Journal and trust that we shall carry on the tradition of our illustrious founder and continue to criticise or praise without fear or favour. During the past twelve months our editorial staff has successfully produced special numbers dealing with Bookbinding, Book Selection, Children's Departments, Classification, and Colonial Libraries. Judging by the correspondence we have received, our efforts have been greatly appreciated by the majority of our readers. Naturally we have not pleased everybody and we have even been dubbed the “little contemporary” in some quarters. However, we can point to an unbroken record of twenty‐six years' endeavour to serve the library profession and we ourselves are justly proud of the contemptible “little contemporary” that did not cease to appear even during the darkest hours of the dread war period.