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During the consolidation of the welfare state in the 1940s, and its reshaping in the 2010s, the boundaries between the state, voluntary action, the family and the market were called into question.
This interdisciplinary book explores the impact of these 'transformational moments' on the role, position and contribution of voluntary action to social welfare. It considers how different narratives have been constructed, articulated and contested by public, political and voluntary sector actors, making comparisons within and across the 1940s and 2010s.
With a unique analysis of recent and historical material, this important book illuminates contemporary debates about voluntary action and welfare."

Foreign policy is usually over-determined. The "national interest" often appears to be an immutable dictation of the international system and of domestic politics. As Henry Kissinger put it when he was Secretary of State, "the essential outlines of U.S. policy will remain the same no matter who wins the U.S. Presidential election" (Wittkopf, 2003, 524). Yet sometimes, "reality" is more malleable than it first appears. Not so long ago, it seemed "unimaginable" that the Soviet Union would disappear and Germany would be peacefully reunited. As former National Security Advisor Brent Scowcroft put it in 2003, the main divisions in foreign policy today are not between liberals and conservatives, but between the traditionalists and the transformationalists.1 The transformationalists believe that "we know what has to be done and have the power to do it. What has to be done is to transform the Middle East into a collection of democracies. That will bring peace and stability" (Rothkopf, 2005, 428). Transformational leadership has become a central part of the current debate about American foreign policy.

Purpose
The concept of brand transformation concerns a brand strategy that advocates radical changes. It involves a collective set of actions and activities that are coherently steered to regenerate the engagement experience of the target market emanating from the brand strategy. Nevertheless, there are still lack of case studies demonstrating this in the B2B business sector. The purpose of this paper is to exhibit a brand transformation initiative taken by a B2B business, particularly the handling challenges leading to the initiative coupled with the framework and processes involved to make it a success.


Design/methodology/approach
A case study method was applied with documentation of inputs captured from different stakeholders. Consulting practitioners from a brand consultancy involved in the brand transformation initiative documented interviews and audit findings which offered first-hand report regarding their involvement and experience of bringing the B2B business through the brand transformation journey.


Findings
Brand transformation at Fagerdala warranted a radical re-orientation of the brand positioning that supports a clear business intent that was put forward. The initiative encompasses strong leadership, commitment and change management to drive transformational changes involving both internal and external stakeholders. An innovation oriented mind-set is critical to drive radical changes to support coherent efforts that could ultimately engender to distinct brand experience to targeted stakeholders.


Practical implications
This paper provides brand managers, particularly the brand owners practical and realisable example on how to plan and execute brand transformation in a B2B business environment. More specifically, it highlights the indicators for embarking on this initiative, the approach to drive brand transformation based on established brand strategy frameworks and finally how to execute the strategy in a practical manner.


Originality/value
This paper extends the concept of brand transformation that has recently been mentioned in literature from one of conceptual perspective to one of practice perspective. It emphasises and underscores some of the details of execution that is instrumental in the practice of brand transformation within a B2B industry sector.

The 2008 presidential campaign convention speeches broke records as viewers flocked to the speeches by Obama, Palin, and McCain in numbers that rivaled American Idol ratings. Adapting functional theory (Benoit, 2007) to include transformational leadership characteristics (Bass & Avolio, 1990), President Obama's 2008 nomination acceptance speech was used test the adapting of functional theory for analyzing leadership claims. Secondary data were used as evidentiary support of Obama's efforts to make changes once in the White House. Results are discussed and framed within functional theory and transfor-mational leadership.

In response to a growing prevalence and impact of chronic disease and with the expected exponential increase in the population of older people, the medical system in British Columbia began a shift from an acute response toward a more proactive and 'planned care' orientation (BC Ministry of Health, n.d.). The Health Authority and the provincial government committed to working together toward changing the face of health care for patients (Northern Health, n.d.). The Health Authority, therefore, has undertaken a system change approach toward the provision of integrated primary health care, where interprofessional teams (IPT) provide holistic care, using a person centered approach. Page 1. ; planned care

In response to a growing prevalence and impact of chronic disease and with the expected exponential increase in the population of older people, the medical system in British Columbia began a shift from an acute response toward a more proactive and 'planned care' orientation (BC Ministry of Health, n.d.). The Health Authority and the provincial government committed to working together toward changing the face of health care for patients (Northern Health, n.d.). The Health Authority, therefore, has undertaken a system change approach toward the provision of integrated primary health care, where interprofessional teams (IPT) provide holistic care, using a person centered approach. Page 1. ; planned care

College student government organizations (SGOs) have the important responsibility for achievement of purposes that serve students and the college community. They are also the student voice in higher education governance. Effective student leadership is vital to the effective fulfillment of these purposes, as is the role of the student government advisor in ensuring the success of student leadership and leadership development. Transformational leadership (Bass, 1985) is seen as a way of reaching higher levels of leadership effectiveness and organizational performance, and it has been advanced for use in SGOs. This study examined the extent to which community college student government advisors who exhibited transformational leadership qualities had an influence on the organizational outcomes of community college student governments. Several research questions were formulated to guide this examination. Surveys which included an instrument to measure the effectiveness of reaching organizational outcomes and the Multifactor Leadership Questionnaire for Research (MLQ 5X) (Bass & Avolio, 1995, 2000) were given to Florida community college student government executive board members and their respective student government advisors. Anticipated findings included increased levels of organizational outcomes in those community college SGOs in which advisors exhibit greater levels of transformational leadership qualities. Analysis of the data yielded advisor and student government member demographics, and a strong level of fulfillment of organizational outcomes. Statistically significant positive correlations were found between student reported transformational leadership qualities of advisors and student ratings of achievement and importance of organizational outcomes. A statistically significant correlation was also found between student ratings of importance of organizational outcomes and student ratings of the achievement of organizational outcomes. This indicates the existence of a relationship between the transformational leadership qualities of Florida community college student government advisors and the perceived importance and achievement of student government organizational outcomes. Secondary results were also given. Results of this study suggest that Florida community college student government advisors who exhibited higher levels of transformational leadership qualities engendered higher levels of organizational outcomes in Florida community college student governments. Implications were discussed for the study findings, and recommendations for future research were made. ; 2005-12-01 ; Ed.D. ; Education, Department of Educational Research, Technology and Leadership ; Doctorate ; This record was generated from author submitted information.

The project aimed at raising the awareness of 18-35-year-olds living in Tbilisi and regions, developing their leadership skills, and encouraging their social and political activism at the local level

Acknowledgements -- Introduction and summaries -- What is demand-driven SCM? -- Why demand-driven SCM? -- How to operate a demand-driven supply chain -- Demand-driven SCM and lean -- Why aren't we already using demand-driven SCM? -- The demand driven institute, demand-driven MRP and SaaS -- What next : control theory? -- Postscript: from supply chain : an apology to our commercial colleagues -- The story behind DDMRP : contribution by Chad Smith and Carol Ptak, co-founders of the demand driven institute -- Further reading -- Index

Intro -- Dedication -- Foreword -- Introduction -- Chapter 1: We're Off to See the Wizard -- Chapter 2: Journey of the Compassionate Hero -- Chapter 3: Follow the Yellow Brick Road -- Chapter 4: If I Only Had a Brain -- Chapter 5: The Heart of the Matter -- Chapter 6: The Courage to Be -- Chapter 7: Falling Asleep In Fields of Poppies -- Chapter 8: A Horse of a Different Color -- Chapter 9: When Flying Monkeys Swoop In -- Chapter 10: The Wizard of Us -- Acknowledgments -- Author Jean Houston -- Notes -- Copyright.