Britain is moving in new directions, economically, politically, and socially. The base of this movement is industrial--a revolution in power. The world's most imaginative, extensive, and advanced program for the production of electricity from nuclear power stations is under way. This magnificent acceptance of the challenge of the nuclear age is also an answer to one of the key questions of 1945: how could British industry expand and British exports thrive if coal yearly became scarcer and more expensive to mine? The answer is nuclear energy, 5,000 to 6,000 megawatts of it by 1965. The program for constructing twenty nuclear power stations in Britain and Northern Ireland is the most spectacular part of the power program. As coal will be vital to the economy for years to come, more economic and more efficient mining methods also are regarded as a matter of national urgency. Throughout the nation's industrial structure there is an air of purpose and enthusiasm. Five huge new steel plants will be started in 1957. An ambitious program of modernizing the railroads and the shipbuilding industry is well under way. The new industries that have developed since 1945 and old industries now delivering for the export markets are pushing British goods throughout the world: radar, radioactive isotopes, electronic equipment, sleek new jet aircraft, diesel engines, plastics, detergents, atomic power stations. All are part of Britain's response to the challenge of change. To fulfill present hopes, production and productivity must rise, management must grasp the changed position of Britain in the world. From the courted, she has become the courter, competing for markets with Germany, Japan, Sweden, and the United States. Such competition existed in the past, but now, with the cushion of overseas investments gone, such competition is a true national battle. There is plenty of evidence that a portion at least of industrial management in Britain fails to understand these conditions. Such complacency is as dangerous to the export drive as the unwillingness or inability of the industrial worker to grasp the export drive's importance to him, to his factory, to his union, and to his country. Due emphasis should be given to such failings. But we must not forget that the British are a great mercantile people, eager and ingenious traders ready, once they accept its importance, to go to any length of enterprise to win a market. It is also wise to remember that, although circumstances have made the British share of the dollar market the criterion of success, the British do extremely well in a number of important non-dollar markets.