 Privatisation was not, as many people believe, the end of a story.
Rather it was the beginning of a new chapter in the organisation of major British industries and in the relationship between those industries and the
government and community. FT, 15.10.03 |
Obliquity (Financial Times 17 January 2004) Strange as it may seem, overcoming geographic obstacles, winning decisive battles or meeting global business targets are the type of goals often best achieved when pursued indirectly. This is the idea of Obliquity. Oblique approaches are most effective in difficult terrain, or where outcomes depend on interactions with other people. Twenty Years of Privatisation (Prospect 01 June 2002) Twenty years after it all began, the meaning of privatisation is now clearer. Privatised businesses have fared better than nationalised ones but most have not thrived in the private sector. And the plc model does not work for monopoly services. Technology and wealth creation: where we are, where we’re going (Other 19 December 2000) The interrelationship of technology, economic advance, and social and political systems, has many ramifications. The last ten years, in economic terms, have constituted an American decade. But the way in which the American decade comes to an end is probably the most important issue for the world economy today. The Management of the University of Oxford.... Facing the Future (Other 20 November 2000) John resigned as Director of Oxford University's Said Business School in July 2000. A year and half later, he breaks his silence to talk about some of the frustrations of attempting to help the university face up to the challenges of the twenty first century. Mastering Strategy: Regulated Industries (Financial Times 18 October 1999) Regulated businesses face almost all of the strategy issues which confront conventional firms, and some additional ones that are specific to their own environment. As deregulation spreads across Europe, the gap between those firms which handle these specific issues effectively and those which respond to regulation and regulatory changes with hostility, complacency or defeatism will widen rapidly. Mastering Strategy: Resource Based Strategy (Financial Times 27 September 1999) The resource based view of strategy has a coherence and integrative role that places it well ahead of other mechanisms of strategic decision making. After thirty years or so, the subject of strategy is genuinely acquiring what can be described as a paradigm - to use the most overworked and abused term in the study of management. The Third Way (Prospect 01 May 1998) Is the third way simply an eclectic compromise which offers to drop any unpalatable bits from the familiar ideologies of far right and far left? I argue that if there is a third way, this is not where we will find it. The Role of Business in Society (Other 03 February 1998) The view of business as necessarily selfish, narrow and instrumental, is, as it always has been, nonsense. Business which is selfish in motivation, narrow in outlook, and instrumental in behaviour is rarely successful business. A Stakeholding Society - What Does it Mean for Business? (Other 10 December 1997) Their is a clear distinction between businesses whose charcateristic is to develop a professional service in order to serve all its stakeholders and businesses who focus is mainly to maximise shareholder return. Which is likley to be more successful? Corporate Governance (with Aubrey Silberston) (Perspectives on Company Law Vol 2 31 August 1996) The issue has existed for as long as there have been social institutions; yet two decades ago, the term ‘corporate governance’ had not been coined. The Good Market (Prospect 01 May 1996) Competition is a powerful stimulus to efficiency, innovation, and customer service. We can believe these things, and should, without feeling obliged to accept the political agenda of libertarian individualists. The language of inclusion provides the basis for doing so. ^ back to top |
|
 feed info... © John Kay 2008 |