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Based on the maxim that to be an above average company, an above average ratio of above average people performing at above average levels is needed, the author offers a model for exploiting potential within companies. The first part of the book describes and contrasts the similarities and differences of American, Japanese and European management and then describes the characteristics of the Integrated Company, which has absorbed and perfected the best systems and philosophies from around the world. Anyone seeking to follow this lead needs to be able to distinguish the realities of these management systems from the myths. The second section is built around a series of 13 detailed and scored questionnaires, containing over 240 individual questions, that enable the reader to assess every aspect of his or her business, from management focus to behaviours of the workforce, against the Integrated Company model. The largest, most important section is left until last and deals with integration, addressing the practical implementation of the systems and philosophies in a clear, logical and hands-on manner. As the name suggests, the Integrated Company is a holisitc model, involving every aspect of the business. Nevertheless, managing people - the unlimited potential - remains the most complex and in many ways the most important single element. Consequently, two thirds of the book is devoted to exploring ways of developing committed employees and building processes, departments and teams to support and sustain a world-class Integrated Company.