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This chapter addresses adaptation to dynamic, novel and uncertain military environments. These environments require a shift from a maneuver warfare paradigm to an asymmetric world where shifting alliances, questionable civilian loyalties, opaque cultures, and the requirement to maintain peace one day and combat the next makes for a particularly confusing situation. This new warfare paradigm requires adaptation to an uncertain, complex environment.

The initial section discusses a general cognitive model of visualization called RAVENS and its importance for adaptation developed specifically to address complex military environments. RAVENS posits that humans are inherently flexible decision makers and situation awareness depends on the ability of humans to create narrative visualizations that capture the overall context of complex military environments. Using the framework as a guideline, we will examine two important visualization research programs whose purpose is to allow military operators to rapidly adapt to volatile situations. The first program investigates cognitive effects such as the framing bias and their possible interactions with a variety of display concepts during a series of missile defense simulations. The experimenters presented risk as a spatial representation of uncertainty and target value that emphasized either expected population lost or expected population saved. The second program investigated the feasibility of using visualizations generated from Scheherazade (a coevolutionary algorithm) to aid MI analysts in predicting emergent tactics of terrorist groups during urban operations. Finally, we discuss the value of these approaches for providing coherent narrative understanding as called for in the RAVENS model.

Explores the problems and opportunities for professions allied to medicine (PAMS) in the new NHS internal market. Uses a mechanism from IT, namely outsourcing, to provide a new organizational model for the effective delivery of care by this group of professionals who are marginalized by the new role of the doctor as manager.

The origins of the roof of the Great Hall at Alexandra Palace go back to Owen Jones' project for a ‘Palace of the People’ to be built at Muswell Hill, published in the Illustrated London News in 1860, as North London's answer to the Crystal Palace which had newly moved to Sydenham. This was not built, but in response to public request, when the Great Exhibition of 1862 was dismantled, a large section including one of the lateral domes was erected at Muswell Hill to form the first Alexandra Palace. This was done under the direction of the architects, Meeson & Johnson, who produced the water colour painting now held at the Palace illustrating the project viewed from the north (Photo A). The building consisted of a long nave running east‐west with three transepts, the largest in the centre being on the site of the present Great Hall with the crossing crowned by the mammoth dome raised higher than it had been at South Kensington by the introduction of an upper clerestorey level (Figure 1). The diameter of the dome was approximately 160 ft —larger than either the Pantheon (143 ft) or St Peter's (138 ft) in Rome.

Many public service institutions are constrained by their own routines and past practices, which in time affects the internal audit function. In the interests of service effectiveness recommends establishing an overseer of internal auditing matters to take the place of the statutory shackles which are currently binding. First, organizations must clarify their individual missions, if internal audit is to confirm its position as a constructive and purposeful function. Sees a need for market research and intelligence gathering and a widening of internal audit′s horizons. Concludes that public authorities must address the question of whose needs to assess and how.

The Private Finance Initiative (PFI) is designed to introduce new resources into the national infrastructure. It introduces the idea that the public sector can provide services by purchasing them from the private sector rather than by direct provision. There have been considerable disagreements about how to account for these transactions. Key in this has been differences of view as to whether PFI transactions involve purchase of assets and thus whether the transaction should appear on the balance‐sheets of the public sector. This seemingly technical question has generated considerable debate and disagreements between the UK government and the Accounting Standards Board (ASB). Closer investigation into this disagreement demonstrates a range of alternative views and tensions. Describes and analyses these different views and the inter‐ and intra‐relationships and tensions between these parties using an interests‐based, political framework for this contextual analysis. Demonstrates how accounting standard setting, in cases such as accounting for PFI, if only analysed at the technical level, misses a range of social dynamics that are central to understanding the role of accounting in the development of society.

A BIBLIOGRAPHY may seem to many to be as dry as dust and I must admit to having subscribed to that view about some bibliographies in the past. This is one, for a number of reasons, about which I feel differently. For me, after nearly a quarter of a century's involvement in a particular area of librarianship, browsing through the pages is an evocative experience, like a meeting with friends. Some whose work is recorded here I never knew but reading about them and studying their writings over the years has produced an illusion of their being old and close companions; and there are those who were friends whose voices can still be heard in memory. Some authors cited I hope yet to meet because their views and ideas are challenging and awaken a sympathetic response or make me want to start an argument. Still others are former colleagues from whom I learnt much and whose example has been inspirational, and then there are those who are staunch friends, without whose support and co‐operation my professional existence would be very dull indeed.

This paper proposes an SME oriented Industry 4.0 maturity framework to explore the interplay between manufacturing processes, performance measurement system and management practices (PMM). Given that the fourth industrial revolution, famously referred to as Industry 4.0, is a new paradigm for manufacturing firms, it is crucial to know the ‘as-is’ state or maturity of SMEs' manufacturing processes and link it with their PMM. Despite the availability of numerous maturity models, no previous study has tried to link the maturity of manufacturing processes with performance measurement and management.

Due to the exploratory nature of the study and the lack of theoretical base for Industry 4.0 maturity and PMM interaction, especially in the SME context, a multiple case study approach has been adopted due to its robustness and effectiveness under such circumstances.

There is a strong interplay between the maturity of manufacturing processes and PMM. The firms that have invested in their manufacturing processes have also developed performance measurements. Overall, performance measurement is more developed than performance management practices.

The characteristics of the interplay between the maturity of manufacturing processes and PMM are summarized in three main propositions. Moreover, the study provides practitioners with an assessment framework to help SMEs evaluate the current state of their manufacturing processes and PMM to highlight the areas of improvement towards the I4.0 expedition.