Why don't you write more about public sector management, readers ask? Well, we are. Following on from February's profile of the chief executive of the NHS, we sent a journalist to shadow the chief executive of a leading NHS trust hospital (page 46).
As the feature reveals, anybody who doesn't view NHS management as a high-pressure job is deluding themselves. Indeed, you could argue that the unique combination of bottom-line responsibility together with public or social accountability and just-in-time/life-or-death pressures makes this one of the most challenging management jobs of the '90s. For the NHS is, as author Simon Caulkin makes clear, the ultimate stakeholder concern. Perhaps then it is time conventional businesses looked again at the abilities of those managers whose skills have been forged in the glare of the public sector.