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Bruce Lloyd, Professor of Strategic Management, South Bank University in discussion with Richard Koeh, author of the recent book The 80/20 Revolution. The author argues that the 80/20 Revolution is designed to encourage people to realise the power that they have as individuals, and to realise the creativity that I believe, is inherent in everyone – and that most people can develop to a much greater extent than is currently the case. The book explores the reason why things are changing and what we all need to do to keep ahead of the game; it also discusses the role of outsourcing and the changing relationship between individuals and the corporation, as well as the renewed emphasis on “The search for meaning.” The author concludes that individuals need to take more control of their lives and to recognise that we all find meaning and happiness from doing things for other people that they feel good about.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

In the final chapters, Simply Strategy helps to put all the elements of the puzzle together, and develop a simple, succinct strategy that is understood by everyone in your business. After all, your employees are the ones to carry out your carefully crafted vision. Finally, your strategy is immediately used to make some short‐term profit improvements. With Simply Strategy there are no years of waiting to see the fruits of your labor.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Sure, it's been a blow that so many of us have had to give up our arrogance of confusing a bull market with brains. This may be just the slap in the face we need to realize that no matter where we are with our companies, we can always improve them, always learn.

Since the late 1970s, research in accounting has been colonized by positive accounting theory (PAT) despite strong claims that it is fundamentally flawed in terms of epistemology and methodology. This paper aims to offer new insights to PAT by critically examining its basic tenets.

The paper subjects the language of the Rochester School to a deconstruction that is a transformational reading. This uncovers rhetorical operations and unveils hidden associations with other texts and ideas.

A new interpretation of the Rochester School discourse is provided. To afford scientific credibility to deregulation within the accounting field, Watts and Zimmerman used supplements and missing links to enhance the authority of PAT. They placed supplements inside their texts to provide a misleading image of PAT. These supplements rest on von Hayek's long‐term shaping blueprint to defeat apostles of the welfare state. Yet, to set PAT apart from normative theories that Watts and Zimmerman claimed were contaminated by value judgments, they made no reference in their text to the tight links between the Rochester School and the libertarian project initiated by von Hayek.

Any reading of PAT cannot present the infinite play of meaning that is possible within a text. Deconstruction involves a commitment to on‐going, eternal questioning.

The paper provides evidence of the relation between PAT and the neoliberal (libertarian) project of von Hayek. PAT is viewed as part of the institutional infrastructure and ideological apparatus that legitimates the hegemony of markets.

Librarians in all varieties of institutions, as well as public and academic libraries, are being asked for information on disease and health. We are becoming acutely aware of the general public's growing demand for health information. In fact, according to the American Hospital Association's “A Patient's Bill of Rights,” a hospital patient has the right to be informed in terms he or she can easily understand about his or her illness. This “Bill of Rights” reflects the general growth of the consumer movement in America today. It pervades all aspects of modern life, including the health field.

I get perhaps three calls a month from inside and outside our company asking what to read to learn about strategy. In most cases, the caller is in a new position where strategy is important. But sometimes, the request stems from a performance review. “Learn to be more strategic,” goes the command, with no direction on how that is supposed to be done.

Most business leaders are aware of the success and high market valuations associated with internet networking businesses such as Facebook and LinkedIn. But they often fail to apply the lessons from the success of these businesses to their own brick and mortar operations. This article discusses the underlying human willingness to help others with whom we have relatively weak connections. Businesses that tap into this human trait can expect increased loyalty from customers and improved business performance. The author proposes four key strategies for companies wishing to address this opportunity.

In this article, Jackson discusses fundamental human behaviors behind the success of Facebook, LinedIn and many other off‐line networking organizations. The author cites a number of case examples of executives and businesses that have reinforced their commercial success through the principle of leveraging weak connections. Examples of businesses in the article include food and consumer durables, with a central example in the motorcycle industry. The author then draws lessons that can be applied broadly by any business.

The author proposes four priorities for reinforcing success through the power of weak connections: leverage the strength of your core product to build consumer interest and loyalty; create mechanisms for customer‐customer connections as well as company‐customer communication; become a destination for all potential users including non‐customers; and embrace weak connection technologies such as internet networking and devote sufficient resources to make your organization stand out. Often this means devoting a full‐time person to social networking.

This article sheds light on the underlying human trait of wanting to help others with whom we share some kind of connection, even if it is a relatively weak one, and the commercial opportunities this creates.