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The author provides a seven point plan for what 2004 holds. The predictions range from a tougher environment for company directors as investors fight back and a greater focus from financial reporting on the future and cash.

Takes a humorous view, using Sherlock Holmes and Dr Watson, in setting up a hypothetical case of derivative investigation by the two sleuths. Asks a few questions along the way and uses a figure to add emphasis to “the entangled equilibrium of principal and interest”. Cryptic clues abound in this with a good message for practitioners.

Corporate interest in non‐financial performance measures may be a phenomenon of the nineties but it is nothing new. But the extent to which it brings about a change in company behaviour and business results hinges on the recognition that it is not an end in itself but a crucial component in the performance management cycle.

Accurate measurement has been a key tool of management in the search for profits. But over the few years, new beliefs and views of how best to measure performance have given some companies what they as a competitive edge.

From a white‐paper report submitted by a coalition of designers, architects, educators, and strategic planners to President Clinton and his advisors. The report followed a roundtable with the deputy political director during the transition and was reprinted as “Designing America,” by Chee Pearlman, Michael Sorkin, and Sylvia Harris Woodard, in the March/April 1993 issue of International Design, published in New York City. Reprinted with permission.

Evaluation is the judgement or determination of value. As value is, by definition, an emotive word it seems appropriate to begin by quoting the definitions of value that are used within the context of this paper.