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Explains that considerable recent publicity has been given to the claim that around 70 per cent of business process re‐engineering exercises are unsuccessful, mainly because of failure to take human factors into account. Outlines the work undertaken in a single specialist surgical service, within an acute services National Health Service Trust, and the outcomes achieved. Suggests that there are points arising from the project to be learned both by the Trust and by other health‐care employers contemplating similar exercises: in particular, deciding objectives; the preparation undertaken prior to the project; and detailed post‐implementation benefit analysis.

This chapter offers a theoretical appraisal of our contemporary hyper-regulated urban spaces situated against a backdrop of deindustrialisation, the shift to consumer economies and the rise of the creative city paradigm. While existing work has characterised urban space as dead and asocial spaces bereft of life. This chapter opts to think our city centres as ‘Zombie Cities’: cities which have been eviscerated the social but are forced to wear the exterior signs of life through the injection of economically productive but artificial modes of culture and creativity. This sets the stage for explaining why parkour is inconsistently included and excluded from urban space, and how it attains spatio-economically contingent legitimacy and inclusion into urban space that problematises existing theoretical perspectives around a revanchist urbanism.