Abstract
Many organisations are under pressure as they face strong buyers’ markets. This paper presents the findings of a research project designed to discover why talent is so often frustrated by mediocre management and what might be done about it. ICI and Marks & Spencer were selected as the setting, as both are well‐respected corporations and are facing stiff business challenges. The paper explores the locking hold that cultures can exert on operational management. It opens with a profile of each organisation before passing the consultancy brief to an imaginary business detective, Sherlock Holmes. By means of various devices the famous detective applies his powers to the case and the paper closes with a summary of his findings.
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