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SURFACE treatment specialists Abrasive Developments reports that more and more companies in the aerospace industry are turning to its dry and wet blasting processes.

Reports the conclusions of a study involving in‐depth interviews with 18 business leaders, focusing on the qualities and skills they felt to be essential for success in directing and guiding a large organization. These qualities include the ability to make sense of a complicated pattern of events and from this formulate clear goals for the organization; people and communication skills; integrity; drive and ambition. In selecting others, as potential future leaders and high‐flyers, this group of current leaders used the following criteria. There was high agreement that proven track record was vital, both as an indicator of future performance and to establish credibility. Another important characteristic is the ability to take an independent (even unpopular) line, and defend it. As could be predicted, interpersonal skills, team orientation, commitment and motivation were also seen as important.

Reviews French particularities in the field of high potential managers development. Stresses some mechanisms in the building of the managerial élite. After a presentation of the main ways of gaining access to the top (through a historical perspective) suggests new trends that will affect top management development for the next decade.

Discusses the turnaround in the fortunes of Alaska Airlines Inc. the Seattle‐based company which nearly 20 years ago was almost bankrupt and carrying a reputation for unreliability and poor service, and which today is the recipient of the Airline of the Year Award. Outlines the customer care programme of the company, concentrating on three training programmes introduced in recent years ‐ Inflight Customer Service Skills (ICCS) for flight attendants; Reservation Selling Skills for reservation agents; and Customer Service Skills for customer service personnel. Details the Idea for Excellence programme, which is designed to encourage suggestions from employees. Reviews plans for expansion and explores the catering side of the business which continues to put Alaska Airlines ahead of its competitors in excellence.

Describes how CDW Corporation, Illinois, USA – a fast‐growing company with a young workforce, many recruited straight from college – relies heavily on mentoring to provide the rapid learning and flexible skills it needs to succeed in the fast‐changing technology sector.

Details the evolution of mentoring at the company from a small‐scale, heavily bureaucratic initiative for a limited number of high‐flyers to a more democratic, flexible and employee‐driven scheme.

Explains the key role of information technology in helping the company to realize these changes, particularly by cutting down on administration and reducing costs.

Highlights the importance of linking mentoring to key organizational initiatives, making it available to all, providing resources to participants and communicating often.

Describes a fast and efficient way of transforming college leavers into productive members of the workforce.

Shows how a web‐based mentoring program can be implemented and supported and why this could be important to an organization.