Another mÇlange of bromidic management pointers from the prolific British author of The Super Chiefs (1992), etc. In presuming to counsel corporate executives on what it will take to survive and thrive in an increasingly competitive global marketplace, Heller covers much the same ground as he did in his previous book. He even structures the text at hand in identical fashion, dividing it into ten sections, each of which offers sketchy how-to advisories on strategies ranging from devolving authority and achieving radical change through ensuring constant renewal and gaining total control of quality. In relatively short order, Heller's tips are all but lost in a welter of twice-told tales about AT&T, Chrysler, Ford, GM, IBM, Microsoft, Xerox, and a score of other multinationals that have (or have not) measured up in recent years. The author has recycled virtually all of his object lessons from secondary sources, including himself (in the case of a short take on Desert Storm as a world-class logistical enterprise). Nor does Heller's penchant for by-the-numbers pronouncement (three questions to ask before committing to a new product or service, four obstacles to making money in advanced technologies, six telltale signs of a company in denial, nine reasons why acquisitions fail, etc.) make his scattershot messages appreciably clearer, let alone more coherent. If the author's cursory, anecdotal reportage were weighed against the demanding standards by which he purports to evaluate commercial concerns, it would be deemed a very bad business.