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It is becoming more and more apparent that the war on terror will not be won on the battlefield. This war—like the Cold War—is primarily a battle of ideas. Success depends on building support in the global community for a positive vision of international relations that is a credible alternative to that promoted by the terrorists.

Like a thief in the night, the Web has progressively undermined the validity of traditional brand theory and practice.Yet few brand owners and marketers appear to be aware of this fundamental shift and continue to treat the medium as if it were just another distribution channel, when in fact the Web demands a complete reappraisal of the brand building, marketing and total business processes. This paper aims to review traditional brand and marketing theory, to consider its relevance in the global digital age and to suggest necessary changes that brand owners need to manage in order to take advantage of and avoid the dangers inherent within a fast changing environment.

Assuming that you have successfully manoeuvred your way around the transport system and eventually found a post office to pick up your pension or pay your bills, it is now time to do the weekly shop. According to The Consumer Council for Northern Ireland, however, there are yet more barriers that face the older person in the supermarket.

On 20 April ISHM‐Benelux held its 1988 Spring meeting at the Grand Hotel Heerlen. This meeting was totally devoted to implantable devices, in particular to the technologies used for these high reliability, extremely demanding devices. For this meeting ISHM‐Benelux was the guest of the Kerkrade facility of Medtronic. Medtronic (headquartered in Minneapolis, USA) is the world's leading manufacturer of implantable electronic devices. Apart from the assembly of pacemakers and heart‐wires, the Kerkrade facility acts as a manufacturing technology centre for Medtronic's European facilities.

In order to emphasize in-depth analyses of individual life stories, seven informants were selected. Since breadth of experience will contribute to a more detailed contextualization of the consumer's use of products in identity negotiation, diversity across informants was emphasized. Interviews generally followed the format as suggested by Thompson, Locander, and Pollio (1989). A comfortable setting was chosen and pseudonyms were used to ensure anonymity. Interviews were audio-taped and lasted anywhere from one to just over two hours. Grand tour questions (McCracken, 1988) focused on the meaning of the tattoo design, the experience of being tattooed, perceptions of the body, words the informants used to describe themselves, and other biographical information important for understanding the informant's personal myth. Every effort was made to present a natural front, keep the informant on track without being too directive, demonstrate active listening, and prompt the informant as a way of probing for details (Spradley, 1979). To ensure accuracy, an experienced and trained transcriptionist transcribed each of the seven interviews. The final text totaled 450 typed double-spaced pages.

The purpose of this paper is to highlight why organisations need to shift from homogenous talent management to inclusive talent management. The authors argue that having a diverse workforce and inclusive culture is a business imperative and not just “a nice thing to do”.

The authors share their experiences of both interviewing directly and the results of their research into organisations that have taken steps to be more inclusive.

The paper explains that there is no “silver bullet” that will result in any organisation becoming more diverse and inclusive. However, there are a number of steps and “nudges” that can be taken to move towards inclusive talent management.

The authors have made every effort to select organisations from different sectors and regions but recognise that there will be many other examples of good practice elsewhere.

The authors believe that the examples described in the article can be applied in all organisations but will depend on the active support of its leaders and the extent to which they live the values of the company.

The relevance of the themes of diversity and inclusion has become a strategic business priority as organisations recognise the value that having a diverse workforce contributes to achieving their objectives.