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Is it possible to determine which 30 innovations have changed life most dramatically during the past 30 years? After receiving some 1200 suggestions – everything from lithium-ion batteries, LCD screens and eBay to the mute button, GPS and suitcase wheels – a panel of eight judges from Wharton reviewed and selected the top 30 of these innovations.

The active involvement of change leaders in the dynamic, messy and emergent reality of their change plan is the theme of this four-stage approach. Learning is based on first recognizing there is a problem then exploring for a solution, then persisting in helpful directions. The right answer, however good is never enough. And change leaders need to be willing to involve the people doing the changing in all the stages.

Too often, organizations under pressure to change suffer from additional dilemmas. Who in the organization is competent to lead the change effort? How do we ensure that all the effort really accomplishes something? How will we know when we are done? These are all fair questions, but unfortunately, there is no singular answer that is always correct to any of them.

Intellectual Capital scores highly on the agenda of executives and managers worldwide. Most are in agreement that intangible assets such as knowledge, brands, relationships, organizational culture, and intellectual property are primary drivers of competitiveness in today's global economy.

The increase across the UK public sector in partnership working and the creations of partnerships raises important issues for those seeking to understand their significance. To some extent, the term “partnership” is such an illusive label that it now lacks any real meaning...