Blames hierarchical management behaviours, attitudes and priorities ‐ characteristic of the traditional “exclusive” Anglo‐Saxon business culture ‐ for the small number of UK world‐class companies referred to in the Government’s third Competitiveness White Paper. Contrasts the “inclusive” collaborative approach of best practice and the core skills and attitudes which underpin it. Considers that widespread neglect of the culture issue is the reason why so many management and training initiatives intended to increase efficiency, quality and innovation, are unsuccessful. Discusses the key role of top management in achieving best practice and points to an inclusive “genuine team” management and training method which can be integrated effectively into day‐to‐day activities in the workplace. Indicates a strategy for initiating and managing radical ‐ yet cost‐effective culture change necessary for removing the barriers to world‐class performance.
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