Abstract
While the thoughts in this paper, albeit in disorder, have been in my mind for some years, the recent public debate on the Westland Helicopters and Leyland Land Rover issues provided the motivation to try and put them into words. The time to do it, not available to executives in office, became available as a result of my early retirement from the post of Chief Executive of a company trying to defy the very constraints on innovation I identify here. Having written it, I am sufficiently immodest to believe that the matters I have addressed, if not all the conclusions I draw, are central to the wider issues of employment in which the future of the manufacturing industry in Britain is an important element.
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