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Extra resources for [Magazine] Allied-Axis. Issue 5
Business-friendly and market-orientated the environment may be, but judged overall the economic results are less impressive than might have been expected. With some exceptions, companies do not seem to have made up competitive ground on their foreign counterparts. National productivity and prosperity have improved absolutely, but still obstinately lag those of direct rivals. The feeling persists that the UK is a weaker performer than it should be relative to less market-orientated economies. Why is this the case?
In other words, UK management has a constructive and proactive role to play in altering the character of the national institutions to reflect the need for innovation and risk-taking. 7’s two upward arrows, connecting companies to institutions and the government, illustrate this mindset. In the past two decades, UK companies have done quite well to adjust to the business environment they have found themselves in—an environment created by a government which has seen its role above all as promoting efficient markets, dismantling institutional obstructions to their working, and strengthening its position as regulator and enforcer of strict competition policy.
So some data will be seen as more important than other data, and some may not be taken on board at all. The important points are: . The interpretation of events and issues in terms of prior experience is inevitable. The idea that managers approach strategic problems and issues entirely dispassionately and objectively is unrealistic. Such interpretation and bias arise from experience of the past, not least with regard to what is seen to have worked or given rise to problems. So the future is likely to be made sense of in terms of the past.