(as per Christensen) or architectural (as per Henderson and Clark). The authors do address something they refer to as architectural innova- tion, but they seem to be referring to innovation in product configurations, not the kind of power- ful systemic change identified by Henderson and Clark. Nevertheless, as it is the book presents many useful ideas in an accessible and colorful manner. MARGARET DALZIEL University of Ottawa Lean Enterprise Value: Insights from MIT’s Lean Aerospace Initiative. By Earll Murman, Thomas Allen, Kirkor Bozdogan, Joel Cutcher- Gershenfeld, Hugh McManus, Deborah Night- ingale, Eric Rebentisch, Tom Shields, Fred Stahl, Myles Walton, Joyce Warmkessel, Stanley Weiss and Sheila Widnall. Palgrave, 2002, d27.99. ISBN 0-333-97697-5, pp. 344. This book could easily have been called ‘The Machine that Changed the World – the Sequel’. Like its predecessor text it is based on a programme led by a team from MIT’s Centre for Technology, Policy and Industrial Develop- ment and its focus is on the concepts of lean production (or more strictly ‘lean enterprise’ in the case of this latest book). Also, like its predecessor, it focuses on a particular product sector, but here it is the aerospace industry rather than automobile manufacture. Both products can arguably have ‘changed the world’. In fact the writing of ‘Lean Enterprise Value’ was completed just after the events of September 11 2001, a fact that is noted by the authors in their Forward. Before that date we would have not imagined that commercial aircraft could change the world in such a dramatic way. The Lean Aircraft Initiative (LAI) was launched in the USA 1993 as a partnership between industry, government, labour and academia. In 1998 it became the Lean Aerospace Initiative with the addition of the space sector. Although its main focus has been on North America the partnership has also included institutions and companies in Europe. ‘Lean Enterprise Value’ has no less than thirteen authors (clearly they are not super- stitious). There are eleven chapters and two appendices organised into four parts. Part I is titled ‘Higher, Faster, Farther’ and comprises three chapters. These lay out five fundamental principles for creating enterprise value, describe the background to the crisis facing the aerospace industry following the ending of the Cold War and recounts the consequences of this legacy during the early 1990s. Part II is given the contrasting title ‘Better, Faster, Cheaper’ to represent the new priorities facing the industry in more recent years. Again it comprises three chapters. The concepts of lean thinking are described, using the International Motor Vehicle Program (IMVP) as its main antecedent as well as looking at some major change initiatives such as Six Sigma, TQM and Reengineering. Several applications of lean thinking in the aerospace sector are then highlighted using cases from commercial and military aircraft manufacture, avionics hardware and software, missiles and space launch vehicles. Lean principles and prac- tices are then introduced at the enterprise level to illustrate the applicability of lean thinking in other industries. Part III is titled ‘Creating Enterprise Value’. This has five chapters on a value-creation framework, program value, value in corporate and government enterprises, value at national and international levels, and future value. The appendices in Part IV list the LAI member organisations and the thesis and gradu- ate students connected with the LAI. ‘Lean Enterprise Value’ is not a traditional academic research text, with the focus being mainly on short case examples and ‘take home messages’ rather than methodology and data analysis. There is also an emphasis on the use of text boxes to highlight the key aspects it wishes to put across to the reader. However, it is well referenced with 25 pages of notes to support the material in the chapters. In this regard the approach is similar to that of ‘The Machine’. It will undoubtedly be of interest both to practi- tioners and academics, but whether it will receive the same attention as ‘The Machine’ is more doubtful. While its predecessor was a pioneering text ‘Lean Enterprise Value’ is more derivative with many of the principles described being already well-known. Also any book about cars is immediately attractive to everyone due to the nature of the product and the fact that we nearly all regard ourselves as self-styled experts. Not many of us have an aeroplane in our garage! DAVID BENNETT Aston Business School Book reviews r Blackwell Publishing Ltd 2003 R&D Management 33, 3, 2003 359