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The term insider trading refers to the legal stock transactions of the officers, directors, and large shareholders of a firm. Many investors believe that corporate insiders, informed about their firms' prospects, buy and sell their own firm's stock at favorable times, reaping significant profits. The key question for stock market investors is whether publicly available insider-trading information can help them to outperform a simple passive index fund. Basing his insights on an exhaustive data set that captures information on all reported insider trading in all publicly held firms over a period of twenty-one years -- over one million transactions! -- H. Nejat Seyhun shows how investors can use insider information to their advantage. He documents the magnitude and duration of the stock price movements following insider trading, determinants of insiders' profits, and the risks associated with imitating insider trading. He looks at the likely performance of individual firms and of the overall stock market, and compares the value of what one can learn from insider trading with commonly used measures of value such as price-earnings ratio, book-to-market ratio, and dividend yield.

Process innovation - a revolutionary new approach that fuses information technology and human resource management - can dramatically improve business performance. In the demanding environment of the 1990s, simply formulating strategy is no longer sufficient; it is also essential to design the processes to implement strategy effectively. Built around new technologies and motivated workers, process innovation begins with a commitment to a strategic vision from senior management. Its scope is vast and crosses multiple business functions. Its goals are ambitious - companies embarking on process innovation often seek tenfold improvements in cost, time, or quality. For example, IBM reduced the preparation time for quotes on buying or leasing a computer from seven days to one, while preparing 10 times as many quotes. The Internal Revenue Service collected 33% more from delinquent taxpayers, with only half the staff and one-third the branch offices. One analysis of the New York Stock Exchange suggests that a redesign of trading processes could save buyers and sellers hundreds of millions of dollars each year. The cornerstone to process innovation's dramatic results is information technology - a largely untapped resource, but a crucial "enabler" of process innovation. In turn, only a challenge like process innovation affords maximum use of information technology's potential. Thomas Davenport provides numerous examples of firms that have succeeded or failed in combining business change and technology initiatives. He also highlights the role of new organizational structures and human resource programs in facilitating this process. Process innovation is quickly becoming the byword for managersready to lead their companies out of modest growth patterns and into highly effective competition in the global marketplace.

London Post Office Railway 1930 Stock - The London Post Office Railway 1930 Stock and 1936 Stock was built by English Electric. These units comprised the bulk of the fleet from the 1930s until the introduction of the 1980 Stock.

London Post Office Railway 1927 Stock - The London Post Office Railway 1927 Stock was built by English Electric in 1927. Ninety of these four-wheeled units were built as the first stock used on the system.

London Post Office Railway 1962 Stock - The London Post Office Railway 1962 Stock was built by English Electric in 1962. Two of these units were built at prototypes for a possible new design of stock.

London Post Office Railway rolling stock - The London Post Office Railway used various types of rolling stock during its history. The first stock was delivered in 1926 with the opening of the system.

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