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Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Negotiations are an essential part of all professional activity, and for French town planners there are particular benefits that can be achieved by more effective performance in negotiating. However, teaching the skills to operate in a discretionary system is not common in the initial education of town planners. This paper aims to set out the author’s ideas and illustrate how this approach is grounded in theory and related to planning practice.

The subject of negotiating skills is set within the context of implementation studies and the paper focuses on the concept of integrated bargaining as the appropriate approach. The research consisted of the observation of student negotiating in role‐play exercises.

The effectiveness of the inclusion of negotiation skills in the curriculum has not been systematically measured, but anecdotal support from former students is strong. In addition, those students frequently offered the training course as practitioners as their careers progress often express a realization of the importance of greater awareness and skills in this area. Finally, it is evident that the professionals' value negotiation training, as this short course is the one most frequently runs in over six years of experience and one of those most frequently.

Alternative dispute resolution (ADR) is now rising up the agenda of the legal profession in France and in Europe. The message seems clear to us: whether one's interest is in implementation or simply dispute resolution, planning students and practitioners should be equipped with the knowledge, understanding and skills of negotiation.

About the year 1806 or 1807 consumers of cane sugar, and particularly those in central Europe, began to find out that there was very little of this kind of sugar to be obtained. Naval warfare and Napoleon's Continental System had resulted in something very like a sugar famine; and the only means of relief appeared to be either to extend and improve the existing methods of producing sugar from the beetroot or to discover new sources of saccharine matter from materials furnished by Europe itself, and so to make Europe independent of supplies of overseas sugar. Napoleon—the master of Europe at that time—made it his first care to provide, as far as possible, for the needs of the people of France; and French chemists were ordered and encouraged to undertake researches with the view to finding a more or less efficient substitute for cane sugar and molasses. The first step which was taken in the direction of relieving the situation was taken by Proust, who turned his attention to the possibilities inherent in grape juice. After a little time he had so well succeeded in his research that he was able to present the people of France with a sort of treacle, and with this it appears the masses had to be contented for about four years; refined cane sugar had become somewhat of a luxury. The use of molasses was the common practice in Germany—where the cost of moist sugar had been about fifteen pence a pound for some years before the time we are referring to. Proust's treacle must have proved an exceedingly poor article, and Napoleon, realising that human endurance of this would not survive for long, appointed a Committee, with the celebrated Chaptal as its head, to consider the best means of introducing the manufacture of beet sugar into France. Chaptal had succeeded Lucien Bonaparte as Minister of the Interior in 1801. He was the President of the Society for the Encouragement of National Industries, and in all respects he was well qualified to supervise a public enquiry of such importance. Marggraf's discovery in 1747 had already been taken advantage of to some extent in Prussia, and Achard of Berlin and others were already cultivating the beetroot and obtaining small quantities of beet sugar. After an interval of three or four years, during which careful examination had been made of the Prussian methods and results with beet sugar, Chaptal was able to send in a favourable report to Napoleon regarding their probable success in France. Events then moved rapidly. By Imperial decree 32 thousand hectares, say 80 thousand acres, of French soil were at once sown with beet. An absolute embargo was placed on all overseas sugar; and in the same year (1811) Chaptal was created Count de Chantaloupe. The start of the beet sugar industry in Europe may be said to date from this time.

This paper aims to highlight myriad accomplishments of C. Bertrand Thompson, who is perhaps most well known as a scientific-management bibliographer and a Taylor disciple, in the belief that his contributions as a pioneer management theorist and consultant in Europe deserve to be more widely known and more deeply appreciated.

Archival, primary and secondary sources were used in the research.

Thompson was among the first to bring management consulting to Europe. He understood the importance of adapting scientific-management principles to meet the diverse needs of each client for whom he consulted. Thompson’s strong belief and value system remained constant throughout his life.

Understanding the needs of customers or clients and adapting systems to meet those needs is essential in achieving success as a consultant.

By drawing on rarely accessed published and unpublished materials, this paper discusses Thompson’s many contributions to management thought and practice, most of which previously have not been highlighted in the referent literature.

Roots of global Terrorism are in ‘failed’ states carved out of multiracial empires after World Wars I and II in name of ‘national self‐determination’. Both sides in the Cold War competed to exploit the process of disintegration with armed and covert interventions. In effect, they were colluding at the expense of the ‘liberated’ peoples. The ‘Vietnam Trauma’ prevented effective action against the resulting terrorist buildup and blowback until 9/11. As those vultures come home to roost, the war broadens to en vision overdue but coercive reforms to the postwar system of nation states, first in the Middle East. Mirages of Vietnam blur the vision; can the sole Superpower finish the job before fiscal and/or imperial overstretch implode it?

This paper aims to ask how the European Higher Education Area (EHEA) has orchestrated a sustainable development (SD) agenda in its international policy since 2020.

By drawing on theoretical ideas around policy orchestration as a key UN governing strategy and applying them to the analysis of the progression of the SD agenda in the EHEA, the paper conducts a thematic analysis of six recent key EHEA international policy documents and 19 interviews with key Bologna stakeholders in France, Germany and Italy.

The resultant analysis uncovers three overarching key themes that show the EHEA has the capacity to mitigate pitfalls in the UN’s SD agenda; some weaknesses of the UN’s orchestration of SD are translated into weaknesses in the EHEA’s formulation of its SD agenda; and the further development of an SD agenda as an essential direction of EHEA’s work. The paper then goes on to discuss how EHEA policies only mention SD discourse, omit concrete plans for its implementation and keep the very meaning of SD ambiguous throughout international policy documents.

The authors offer three original recommendations that the EHEA should adopt in an attempt to mitigate the issues raised in the run-up to its 2030 deadline for implementing its policies: the EHEA should develop an explicit definition of SD; recognise the Euro-centredness of EHEA policies and open them up to other voices; and cite academic research when developing policy documents.

The concept of company culture is now playing an ever‐increasing role in the continuing endeavour to work towards ever better company management, particularly in the industrial field. This monograph reviews the history and development of both national and company cultures, and then goes on to demonstrate the significance of a culture to proper company management. Well‐managed companies will have both a “quality culture” and a “safety culture” as well as a cultural history. However, it has to be recognised that the company culture is subject to change, and effecting this can be very difficult. Of the many national cultures, that of Japan is considered to be the most effective, as is demonstrated by the present dominance of Japan on the industrial scene. Many industrialised nations now seek to emulate the Japanese style of management, but it is not possible to copy or acquire Japan′s cultural heritage. The text is illustrated by a large number of practical examples from real life, illustrating the way in which the company culture works and can be used by management to improve company performance.

In a Report, issued on July 9, 1896, the Select Committee on Food Products Adulteration recommended the establishment of a central government scientific authority, who should act as a court of reference upon scientific questions arising under the Adulteration Acts, and who should be empowered, at their discretion, to prescribe standards and limits as to the quality and purity of food. It was rightly held by the Select Committee that the constitution of such an authority is an absolute necessity in order that the all‐important question of food standards may be duly considered and dealt with, and that all matters affecting the administration of the Acts and involving scientific considerations may be placed on a more satisfactory footing. The Committee also expressed the opinion that the formation of such an authority would result in the removal of many practical difficulties met with in the administration of the Acts, and would largely obviate the costly litigation in which public bodies, traders, and others are constantly liable to be involved under existing conditions. Nothing whatever has been done to give effect to the recommendation of the Committee in spite of the fact that the necessity for some such course of action as that indicated has been demonstrated beyond possibility of question, and that further evidence proving the wisdom of the Committee's suggestion is constantly afforded. The Islington brandy case provides the latest illustration of the extremely unsatisfactory conditions under which public bodies are required to administer the Acts and under which traders have to answer charges made against them. A local grocer was summoned by the Islington Borough Council for selling, as brandy, a liquid which was certified by the Public Analyst to contain 60 per cent. of spirit not derived from the grape, and which was therefore not of the nature, substance and quality of the article demanded. The vendor naturally referred the matter to the firm who had supplied him. The case was taken up by a traders' association, and, after five lengthy hearings, in the course of which much expert evidence was given on both sides, resulted in a conviction and the infliction of a penalty of £5 and £50 costs—an amount which probably represents only a fraction of the expense involved. For the present we do not propose to review the scientific evidence which was put forward by the prosecution and by the defence. There is no doubt that Mr. FORDHAM, the magistrate who heard the case, was perfectly right in taking the view that the term “brandy,” when unqualified, means a spirit distilled from wine or from fermented products of the grape. It is also perfectly plain that when a person asks for brandy and is supplied with coloured grain spirit, or with a mixture of grain spirit and true brandy, he is prejudiced, and that the vendor commits an offence under the Acts. The fact that the term “brandy” has been commonly applied to “silent spirit” coloured and flavoured to imitate true brandy, or to mixtures of brandy and alcohol derived from other sources than the produce of the grape, is not a legitimate excuse for the sale of such factitious articles as “brandy.” The great difficulty lies in differentiating by analytical means between the genuine article and the imitation. The vast majority of people, being utterly ignorant even of the elements of chemistry, labour under the impression that all that need be done in a matter of this kind is to tell the Public Analyst to “analyse,” and that full, exact, and absolutely definite information which nobody can call in question, will be forthcoming as a matter of course. The evidence given in the case under consideration is quite enough in itself to show the absurdity of this assumption. On the one hand the Public Analyst stated that he was satisfied, from the results of his general investigations in regard to brandy and from the results of his analysis of the sample submitted to him, that this sample contained 60 per cent. of spirit other than that derived from the produce of the grape. On the other hand, a number of analytical experts called for the defence asserted that in the present state of analytical knowledge it was perfectly impossible for any Public Analyst to arrive at the conclusion mentioned in regard to the sample in question, and that, as a fact, the analytical evidence adduced did not justify the statement made in the certificate on which the proceedings were founded. The defence do not appear to have denied that the Public Analyst might be right. In reality it appears only to have been contended that his analytical evidence was not, sufficient to prove that he was so. At any rate the experts called for the defence certainly did not prove by scientific evidence that he was wrong.

The Kennedy tapes of the meetings on the Cuban missile crisis are evidence of the strategy formulation process. Analysis of the interventions in these meetings reveals that President Kennedy had adopted a questioning, Socratic approach. Conclusions are drawn on President Kennedy's leadership style. The methods employed in 1962 are compared with ideas from strategic management: positioning; resource‐based view; top‐down or bottom‐up; deliberate or emergent; and rational or generative. The author deduces from this evidence: the collective strategy process cannot truly begin until a collective aim has been decided; the strategy process is best led by a facilitator, rather than an authoritarian; both positioning resources need to be considered; strategy formulation is an art, guided by whatever science can be brought to bear.