What are the chances of this happening in the UK today? Not high, to judge by the experience of recent decades. Sainsbury sets a number of conditions for success. They include a consistent approach to technical education and training, where there have been 28 major pieces of legislation since the 1980s with no apparent benefits in terms of quality. A whole series of changes in regional policy has failed to create a structure to which relevant powers of central government could sensibly be devolved. UK governments have long been hopeless at cross-departmental working: the most impressive feature of the Department for Business, Energy and Industrial Strategy — which would be a key player in Sainsbury’s ideal world — is probably its name. Still, this is a government that likes to present itself as radical in thought and action. One way or another, it is going to have big decisions to make about industrial policy in this new and very different world. This book should go on its reading list.