Strategic Transformation: Changing While Winning
"Strategic Transformationis the chief executive's in-depth guide to how to sustain and refresh strategy over time." - The Financial Times'This is a really thoughtful book; it's rigorous and asks the right questions. It considers how you manage strategic transformation before a crisis forces change. I believe the authors have found the right answers, too, with their focus on culture in terms of continuity, anticipation and openness.'- Sir Terry Leahy, Chief Executive of Tesco PLC, 1997-2011"This book provides fascinating insights into those companies and their management processes where strategic renewal and development are constants, and others where relative decline seems to be a necessary ingredient in driving change and recovery. As such, its emphasis on the importance of managers understanding the historical legacy of their firms is appropriate and significant." - Sir Dominic Cadbury, Group Chief Executive (1983-1993) and Chairman (1993-2000) of Cadbury Schweppes PLC and Chancellor of the University of Birmingham"This study delves deeply into how successful businesses evolve. It reaches the parts most surveys never even get near. Reading this study will be fascinating for anyone wanting to get inside a successful business and find out what makes it tick. Real insights here and very readable." - David Malpas, Chief Executive of Tesco PLC, 1983-1997"This is a hugely impressive book, a rare combination of rigorous statistics, detailed historical analysis, conceptual clarity and practical insight. The authors' message: if you want to understand a company's long-term success, you need to get to grips with its history - how continuity and change are balanced, and how new and old points of view are reconciled." - Julian Birkinshaw, Professor of Strategy and Entrepreneurship, London Business School"Business historians have long marvelled at how the corporate giants of one generation can become the corporate losers of the next. These authors are to be congratulated for pulling off one of the most difficult tasks - actually learning lessons from the past - to understand how this can happen, and more importantly how managers can prevent it happening to them by making the right changes at the right time." - Geoffrey Jones, Isidor Straus Professor of Business History, Harvard Business School