New product development processes need to be compliant to regulatory requirements, and this chapter highlights the salient processes and quality systems to put into place to achieve success. Project management is made simple with specific tools provided here. Customer feedback is channeled into specific product characteristics, and the right tools are shown in this chapter. The biopharma industry has statistics showing less than 10% of starting compounds succeed in reaching market approval, and this chapter explains what causes these failures. The key issues that have repeatedly caused failure during device and diagnostic product development are also pointed out. Ethical decisions have to be made during product development as shown in this chapter. Outsourcing is a real option due to the availability of many contract research and manufacturing organizations, and judicious use of this option is discussed in this chapter. Key milestones that reduce risk and show transition from early stage to preclinical prototype stages are reviewed here. Does the popular concept of minimum viable product in software development apply in biomedicine prototyping? Other similar questions that help the reader understand pitfalls and best practices are answered here.

This chapter examines careers in, and the structure of, cultural resource and cultural heritage management careers in archaeology. This is the single largest employment sector in archaeology globally. The chapter includes discussion of consultant and freelance roles in the sector.

This chapter introduces the main argument of this book that global sovereign power is constituted by public/private hybridity in Lived Sovereignty, while sovereign authority is recognized as indivisibly public in Idealized Sovereignty. Public/private hybridity takes on different characteristics of contractual, institutional, and shadow forms based on the formalization and publicization of relations. In relation to hybrid sovereignty, the lived realities of different types of public/private hybridity are in tension with the idealized imperatives of determining what is public versus private.

Chapter 4 deals with monarchical armies, as these allegedly specific cases are usually less addressed in studies about Arab militaries. Italso delves into differences within the monarchies, with Jordan, Morocco and Oman closer to the model of professional/institutionalized Arab armies (with these terms strongly qualified), in contrast to the specific militaries of the Gulf oil states, characterized with overspending in some dimensions (infrastructure and equipment), the maintenance of an understaffed (yet well-paid and “cocooned”) army and the overreliance on the American (or Western) security alliance. It shows that monarchies are not so alien to the military, though they maintain a specific composition. Whatever the differences (and violent encounters) with republics in their trajectory of political development in the two post-independence decades, both types of regimes, monarchies as well as republics, converged in similar authoritarian control after the 1970s. And this chapter also explores a new sense of military assertiveness after 2011 in the UAE and Saudi Arabia.

Chapter 4 on Australia presents a pioneering, quantitative analysis of the summary details of consultancies and other contracts over the past three decades, as these were listed in mandatory reporting systems of the national government. Using text analysis and keyword searches, the chapter focuses on consultancies and other contracts that appeared to be oriented, or at least relevant, to policy matters and programme content, as distinct from ‘neutral’ corporate services. In contrast to a reduction in the level of in-house staffing, it reveals strong long-term growth in spending on these policy-relevant contracts across each of the three decades. It also establishes that this overall pattern of growth was replicated right across Commonwealth departments. In regard to market share on the supply side, it finds a polarized distribution in each of the three decades: a corporate end where a very small proportion of suppliers get much of the spending, and a huge array of sundry operators undertaking very small amounts of work. It argues that the long-term market share of successful consultants and contractors put them in a position to influence many aspects of programme development.