... fire at Fennel, I'm offering you a job. "Come see inside, what we do, the real lives of the men and woman who work here, whose livelihoods depend on what we do, the innocent diners, locals you put at risk. "I dare you, come ...

... smile and assertive gaze are extremely photogenic. So what do these two have in common, and what can lesser mortals learn from them? The common issue is clearly the ...

... advantage. Its goal is to go beyond telling people what they should do in business to tackle the practical application of theory. ... that, time after time, people understand the issues and what they must do to improve performance, but they don’t put their knowledge ...

... read it. I instinctively knew that I had better understand what it said. In essence, its messages of “stick to the knitting”, ... many of the major business changes of the last two decades. What is interesting now is how far the new commercial landscapes being created ...

... - “simply throwing some ideas in the air and seeing what happens to them will not work”. There is a welcome admission here that, ... NASA-Kennedy Space Centre, sweeping the floor, being asked what he’s doing. “Helping to put a man on the moon,” he replies. His ...

... that an efficient organisation is process-orientated, or what he terms “a process enterprise”. Hammer suggests that the ... and supplier that mirror, not duplicate, each other. What the author proposes is an attractive blend of partnership and supply chain ...

... hype and hysteria, and provide a clear, concise overview of what e-procurement means, both at a strategic and a day-to-day level. A ... a section analysing who in a company will be affected, and what it might mean to them. Some checklists are produced and the differences ...

... “The most powerful tool is setting the agenda of what supplier organisations think is important,” he said. “Suppliers will react to what they feel buyers are most interested in, and sustaining this dialogue ...

... presentation. The first half of the book covers working out what you want to say; the second how to say it. She makes some interesting points, such as listeners will only remember 50 per cent of what you have said in a 10-minute talk once it is finished and only 25 per cent ...

... and threatening to stop using them if they do not pay. What is the motivation for such behaviour by buyers? In some cases it appears ... the payment. But the problem, of course, lies in defining what these cases may be. It might be acceptable, for example, to ask a key ...