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States that the importance of leadership in fostering a quality culture in organizations is widely acknowledged. However, research on leadership can be conducted at multiple levels of analysis. This has resulted in the complexity, diversity and ambiguity of information that typifies the leadership task. Identifies the visionary transformer leader as the requisite leadership type for achieving success through quality‐led strategic change. In the context of illustrations drawn from organizational experience of the past decade, and using Ansoff’s growth vector as an underpinner, discusses how visionary transformer leaders use quality management strategy to secure the future of their organizations.

This paper seeks to address the important modern management issue of vision management. In particular, it attempts to provide examples of, and to differentiate between three different types of visionary who have been the focal points for the theorists working in this area. It presents a profile of the ‘ideal visionary’ as portrayed by theory and provides a checklist of generic visionary qualities to help those readers who need to assess a would‐be visionary, and predict the likelihood of his/her achieving success at the top of an organisation. Finally, the paper notes that the strengths of the visionary are often the sources of his/her eventual failure. These strengths‐come‐weaknesses have been identified along with more externally generated organisational performance reducers.

This paper explains what business planning is and why it is being criticized. It differentiates between business planning (which focuses on the strategic development of the small firm or business unit) and corporate planning (which deals with the strategic direction and activities of the bigger, multi‐operation corporation). Ultimately, the paper comes to the defence of business planning by identifying where and how it can still be a useful tool for organizational leaders to employ in their job and primary drivers of the strategic development function. The secret of successful business planning is to use it in appropriate contexts as one aspect of a more comprehensive repertoire of strategic leadership approaches and to avoid the pitfalls which detract from its otherwise efficacy.

Polytechnics are living in turbulent times; their legal and political status will probably change but it is not clear how. They are being freed from external validation constraints by CNAA, they are facing a collapse in their traditional market, and they are becoming exposed to competition in new and unfamiliar product areas as never before. To survive, they will have to become far more responsive than they are now and will have to reorganise themselves to become responsive to a rapidly changing and uncertain environment. It has been argued that the way to manage productivity in polytechnics is to pursue quality as the principal objective. Quality in everything must be the core value and this must be internalised by all members of the college. “Quality” goes beyond academic excellence to encompass everything the polytechnic does, and involves everyone who works for it.

Examines the organization as a system of interrelated competences. Argues that strategic development, rather than following on the making of product‐market choices, might be better achieved through the measuring, improving and monitoring of a range of critical competences.

Examines those aspects of trader/consumer transactions — the quality of the organizations products and/or services, and the quality of its interaction with customers — which are critical to customer satisfaction. Considers how companies are regulating these areas, suggesting that customer satisfaction is the prerequisite for successful, legal unfettered trading. Concludes that it is those companies which recognise consumerism as an opportunity rather than a threat which are the most successful.

The introduction of Training and Enterprise Councils (TECs) represents a unique opportunity to promote the “skills revolution” initiative of the CBI (in partnership with the Government) and the broader service framework for small business organizations. Describes some preliminary research which seeks to provide an indication of the cumulative effect of national and local TEC marketing initiatives on small business firms in the Sheffield area. Takes an early look at the issue around the question of TECs′ success. Findings indicate that, although general awareness about TECs is low among small business organizations, those who have used a TEC service have experienced satisfactory and quality service encounters. However, TEC marketing campaigns have been less than totally effective, to date, and more attention needs to be paid to the issues of target market‐related needs, attitudes, and promotional strategies.

Reports on the uncovering of a small‐firm reality where the self‐gratifying behaviour of the owner/manager threatens the survival of the organization. Takes a “middle‐range thinking” approach to mould ethnographic data, and demonstrates and develops, via a case study, models of change within organizations. Identifies the importance of power in such change‐resistant contexts, and draws conclusions from the work which suggest that in such contexts “second order” change is unlikely to be achieved and only “pseudo‐colonization” can be sustained in the long term. It is the authors’ view that this context is a common one and is worthy of further research since there may be far‐reaching implications for a whole range of stakeholders associated with such an organization.

Addresses the issue of business failure. Identifies different types of business failure and provides a framework for further research into this aspect of strategic management. Draws from the management literature to describe the causes and processes of each of the failure contexts covered and provides case illustrations to contextualize them.