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Christopher Meyer served as Ambassador to the United Kingdom to the United States from 1997 until 2003. He was a vital link in the important relationship between America and Britain, one of the closest periods since the Second World War. He had previously been British Ambassador to Germany and chief spokesman and press secretary for former Prime Minister John Major, and for Geoffrey Howe when he was Foreign Secretary. In 2003 Meyer was appointed Chairman of the Press Complaints Commission. He was knighted in 2001.
A fascinating, insightful, contriversal and above all readable account of Christopher Meyer's experiences of being Ambassador to the US during 9/11 and the build-up to the Iraq war. Your chance to get behind the 'Special relationship'.
For half a century the US has sat at the center of the global economic system, and Western-style capitalism has dominated. Now, it's no secret that the center of gravity is shifting. The advanced economies that in 2000 consumed 75% of the world's output will, by 2050, consume just 32%. Meanwhile, the emerging economies of the world--Brazil, India, China, and others--will surge forward. As these fast-growing, low-income economies mature, will they adopt the practices of the old guard? Or will they make their own way, and create the next prevailing version of capitalism? What new opportunities will that create for firms around the world? Standing on the Sun tackles these questions with fresh ideas and provocative examples. Based on firsthand observations of companies defying capitalism's old rules yet prospering, the authors outline new principles for commercial success. Among them: * The obsession with return on equity gives way to more broad-based measurements of success. * Adam Smith's invisible hand of the market is redeemed by the invisible handshake of collaborative networks. * Businesses take ownership of the impacts they now call externalities. Those who need to understand the emerging shape of global capitalism will benefit from Standing on the Sun.
A highly informed insider's account of some of the 'honest men' as they sought, by fair means or foul, to get Britain its way in the world. GETTING OUR WAY recounts nine stories from Britain's diplomatic annals over the last five hundred years, in which the diplomats themselves are at the centre of the narrative. It is an inside account of their extraordinary experiences, sometimes in the face of physical danger, often at history's hinge. Be it Henry Killigrew's mission to Edinburgh in 1572, Castlereagh at the Congress of Vienna, Our Man in Washington and the Nassau Deal, or the handover of Hong Kong to China, we can see how Britain has viewed its interests in the world and sought to advance them. Some of these dramatic episodes record triumph, some failure, but all of them illustrate how the three pillars of the national interest - security, prosperity and values - have been the foundation of British foreign policy for half a century. Each story is illuminated by colourful anecdotes and insights drawn from Christopher Meyer's first-hand experience of international relations. Moreover, the book is a salutary reminder that foreign policy and diplomacy begin and end with the national interest. And far from being the preserve of aloof aristocrats, the pursuit of our national interest is replete with an extraordinary combination of high principle and low cunning, vice and virtue, all with the specific aim of 'getting our way'.
Today, tens of thousands of companies are struggling to become time-based competitors, inspired by such corporations as Motorola, General Electric, Citicorp, and a myriad of others who have cut production time in half or more. But until now, the literature has focused on the theory and philosophy of fast cycle time, rather than the tools and techniques for implementing it. Here, for the first time, Christopher Meyer, an internationally recognized expert in cycle time reduction, presents a step-by-step blueprint for transforming traditional companies into fast cycle competitors. Meyer argues that fast cycle time is achieved not by working faster, but by aligning the organization's purpose, strategy and structure. He demonstrates how the product development cycle must become a learning laboratory in which the four continuous elements Design, Fabricate, Assemble, and Test are analyzed with the intent to improve strategy in the next business cycle. Analyzing strategy and core processes enables management to detect and correct problems earlier, and leverage knowledge for improved innovation and increased value for customers. Employing an ongoing case study, Core Products, Inc., throughout the text, Meyer shows how to redesign the organization for manufacturability and assembly, how to implement multifunctional teams that work, how to analyze and map critical cycle time interdependencies such as co-location, and how to measure the impact of cycle time on business performance. Meyer's practical approach provides a simple methodology for organizations to deliver products to customers rapidly, accurately, and reliably. Chris Meyer interrelates many pieces that we have all read about in different places into a coherent guide to making it happen. Ironically, as Meyer shows, implementing fast cycle time means almost the opposite of what most American managers are inclined to do...Many years of practical experience have shown Meyer and his colleagues the wisdom of a paradox that to speed up you often have to slow down. From the Foreword by Peter M. Senge
Inspired by such corporations as Motorola, General Electric, Citicorp, and others who have cut production time in half, many companies struggle to become time-based competitors. Christopher Meyer demonstrates that fast-cycle time is achieved by aligning the organization to learn faster, instead of merely working faster. He describes how to assemble multifunctional teams into integrated production systems by empowering workers with an eight-step process and tool kit to reduce non-value-added activities, and shows why fast-cycle time is the competitive requirement for any industry in the 1990s.